FAIRVIEW HEALTH SERVICES: Form 990, tax year 2022

View the entire original 990 at ProPublica ↗

Organization: FAIRVIEW HEALTH SERVICES (EIN 41-0991680)
Tax period: 2022-01-01 to 2022-12-31
Filed: 2023-11-09
IRS object ID: 202343139349300424
Schema version: 2022v5.0
Source: Download XML · Original 990 at ProPublica

Every field in the e-filed return. Faint text is the IRS element name, for citing.

Return header
Form 990
Schedule A
Schedule B
Schedule C
Schedule D
Schedule F
Schedule H
Schedule I
Schedule J
Schedule K
Schedule M
Schedule O
Schedule R

Return header ReturnHeader

Field	Value	IRS element (for citing)
Return	2023-11-09T07:52:42+00:00	ReturnTs
Tax Period End	2022-12-31	TaxPeriodEndDt

Preparer Firm PreparerFirmGrp

Field	Value	IRS element (for citing)
Preparer Firm EIN	346565596	PreparerFirmEIN

Preparer Firm Name PreparerFirmName

Field	Value	IRS element (for citing)
Business Name Line1	Ernst & Young USLLP	BusinessNameLine1Txt

Preparer US Address PreparerUSAddress

Field	Value	IRS element (for citing)
Address Line1	155 N Wacker Drive	AddressLine1Txt
City	Chicago	CityNm
State Abbreviation	IL	StateAbbreviationCd
ZIP	60606	ZIPCd

Field	Value	IRS element (for citing)
Return Type	990	ReturnTypeCd
Tax Period Begin	2022-01-01	TaxPeriodBeginDt

Filer Filer

Field	Value	IRS element (for citing)
EIN	410991680	EIN

Business Name BusinessName

Field	Value	IRS element (for citing)
Business Name Line1	Fairview Health Services	BusinessNameLine1Txt

Field	Value	IRS element (for citing)
Business Name Control	FAIR	BusinessNameControlTxt
Phone	6126724976	PhoneNum

US Address USAddress

Field	Value	IRS element (for citing)
Address Line1	2450 Riverside Avenue	AddressLine1Txt
City	Minneapolis	CityNm
State Abbreviation	MN	StateAbbreviationCd
ZIP	55454	ZIPCd

Business Officer BusinessOfficerGrp

Field	Value	IRS element (for citing)
Person	James Hereford	PersonNm
Person Title	President/CEO	PersonTitleTxt
Signature	2023-11-09	SignatureDt
Discuss With Paid Preparer	false	DiscussWithPaidPreparerInd

Signing Officer SigningOfficerGrp

Person Full Name PersonFullName

Field	Value	IRS element (for citing)
Person First	James	PersonFirstNm
Person Last	Hereford	PersonLastNm

Field	Value	IRS element (for citing)
SSN	999009999	SSN

Preparer Person PreparerPersonGrp

Field	Value	IRS element (for citing)
Preparer Person	Jessica Wagener	PreparerPersonNm
PTIN	P01622613	PTIN
Phone	3128792000	PhoneNum

Field	Value	IRS element (for citing)
Tax	2022	TaxYr
Build TS	2023-04-26 12:10:37Z	BuildTS

Form 990 IRS990

Principal Ofcr Business Name PrincipalOfcrBusinessName

Field	Value	IRS element (for citing)
Business Name Line1	James Hereford	BusinessNameLine1Txt

US Address USAddress

Field	Value	IRS element (for citing)
Address Line1	2450 Riverside Avenue	AddressLine1Txt
City	Minneapolis	CityNm
State Abbreviation	MN	StateAbbreviationCd
ZIP	55454	ZIPCd

Field	Value	IRS element (for citing)
Gross Receipts	$4,964,191,448	GrossReceiptsAmt
Group Return For Affiliates	false	GroupReturnForAffiliatesInd
Organization501c3	Yes (X)	Organization501c3Ind
Website Address	www.fairview.org	WebsiteAddressTxt
Type Of Organization Corp	Yes (X)	TypeOfOrganizationCorpInd
Formation	1906	FormationYr
Legal Domicile State	MN	LegalDomicileStateCd
Activity Or Mission	Fairview is driven to heal, discover and educate for longer, healthier lives.	ActivityOrMissionDesc
Voting Members Governing Body	20	VotingMembersGoverningBodyCnt
Voting Members Independent	19	VotingMembersIndependentCnt
Total Employee	32637	TotalEmployeeCnt
Total Volunteers	1521	TotalVolunteersCnt
Total Gross UBI	$194,651,759	TotalGrossUBIAmt
Net Unrelated Bus Txbl Incm	$10,258,505	NetUnrelatedBusTxblIncmAmt
PY Contributions Grants	$63,718,499	PYContributionsGrantsAmt
CY Contributions Grants	$24,259,390	CYContributionsGrantsAmt
PY Program Service Revenue	$3,660,930,632	PYProgramServiceRevenueAmt
CY Program Service Revenue	$4,092,006,821	CYProgramServiceRevenueAmt
PY Investment Income	$208,120,737	PYInvestmentIncomeAmt
CY Investment Income	$179,435,686	CYInvestmentIncomeAmt
PY Other Revenue	$184,009,612	PYOtherRevenueAmt
CY Other Revenue	$62,160,257	CYOtherRevenueAmt
PY Total Revenue	$4,116,779,480	PYTotalRevenueAmt
CY Total Revenue	$4,357,862,154	CYTotalRevenueAmt
PY Grants And Similar Paid	$174,531	PYGrantsAndSimilarPaidAmt
CY Grants And Similar Paid	$96,800	CYGrantsAndSimilarPaidAmt
CY Benefits Paid To Members	$0	CYBenefitsPaidToMembersAmt
PY Salaries Comp Emp Bnft Paid	$1,825,829,845	PYSalariesCompEmpBnftPaidAmt
CY Salaries Comp Emp Bnft Paid	$2,100,995,377	CYSalariesCompEmpBnftPaidAmt
CY Total Prof Fndrsng Expns	$0	CYTotalProfFndrsngExpnsAmt
CY Total Fundraising Expense	$0	CYTotalFundraisingExpenseAmt
PY Other Expenses	$1,885,946,989	PYOtherExpensesAmt
CY Other Expenses	$2,087,596,645	CYOtherExpensesAmt
PY Total Expenses	$3,711,951,365	PYTotalExpensesAmt
CY Total Expenses	$4,188,688,822	CYTotalExpensesAmt
PY Revenues Less Expenses	$404,828,115	PYRevenuesLessExpensesAmt
CY Revenues Less Expenses	$169,173,332	CYRevenuesLessExpensesAmt
Total Assets BOY	$5,443,012,743	TotalAssetsBOYAmt
Total Assets EOY	$4,846,810,478	TotalAssetsEOYAmt
Total Liabilities BOY	$2,624,653,969	TotalLiabilitiesBOYAmt
Total Liabilities EOY	$2,387,322,415	TotalLiabilitiesEOYAmt
Net Assets Or Fund Balances BOY	$2,818,358,774	NetAssetsOrFundBalancesBOYAmt
Net Assets Or Fund Balances EOY	$2,459,488,063	NetAssetsOrFundBalancesEOYAmt
Mission	Mission: Fairview is driven to heal, discover and educate for longer, healthier lives. Vision: Fairview is driving a healthier future. Values: Dignity: We value the uniqueness of each person and work to ensure everyone's right to privacy. We respect the cultures, values, beliefs and traditions of others and honor their talents and contributions. Integrity: We say what we mean and do what we say. We communicate openly and honestly and behave ethically. We demand the best of ourselves and accept shared accountability for our actions. Service: We work to make a difference in people's lives and in our communities. We strive for excellence by anticipating, meeting and exceeding expectations. We continually improve our programs and skills through learning and innovation. We responsibly manage our resources.	MissionDesc
Significant New Program Srvc	false	SignificantNewProgramSrvcInd
Significant Change	false	SignificantChangeInd
Expense	$2,125,958,197	ExpenseAmt
Grant	$96,800	GrantAmt
Revenue	$2,769,820,903	RevenueAmt
Desc	Fairview Health Services is an integrated academic health system located in Minneapolis, Minnesota, and, along with its affiliates and subsidiaries, is one of the leading health care providers in Minnesota with $6.7 billion in operating revenue for 2022. Fairview offers a broad continuum of health care services through its hospitals, clinics, and other health care related operations and is a Minnesota nonprofit corporation that is exempt from federal income taxation under Section 501(c)(3) of the Internal Revenue Code. Fairview serves the entire twelve-county Minneapolis/St. Paul Metro Area, as well as communities throughout greater Minnesota and portions of Northern Iowa and Western Wisconsin and is one of the most comprehensive and geographically accessible systems in Minnesota. The Fairview System consists of ten hospitals, including M Health Fairview University of Minnesota Medical Center and M Health Fairview Masonic Children's Hospital (collectively, "UMMC"), which is the adult and pediatric teaching hospital of the University of Minnesota. UMMC and seven of Fairview's other hospitals are in the Metro Area. Fairview's other two hospitals are located in northern Minnesota. Fairview operates over 80 primary and specialty care clinics, seven ambulatory care centers, 36 retail and specialty pharmacies, pharmacy benefit management services, rehabilitation centers, physician network, senior care housing and long- term care facilities and medical transportation. Fairview, through its integrated care model, aims to deliver the benefits of academic medicine to more patients and families by expanding care, research, and education by offering access to a greater pool of physicians and patients, while seeking to reduce the total cost of care for patients. Fairview, the University of Minnesota and the University of Minnesota Physicians approved an agreement which became effective in late 2018 (the "M Health Fairview Agreement"). While the parties maintain their separate governance, the M Health Fairview Agreement further integrated operations across the clinical delivery system and enhances research and education by creating a joint clinical enterprise among the parties. The M Health Fairview Agreement brings together not only UMMC and its related service lines, but also Fairview's other hospitals, primary care clinics, and other services. All are part of a shared care delivery system that is led by a single structure that includes academic physician leadership. The goal of the joint clinical enterprise is to create a nationally-renowned academic health system. This care system was united in 2020 under a single brand, M Health Fairview, which is inclusive of the Fairview Hospitals and Clinics. Fairview owns and operates the following hospitals: UMMC, M Health Fairview Southdale Hospital, M Health Fairview Ridges Hospital, M Health Fairview Lakes Medical Center, M Health Fairview Northland Medical Center, Fairview University Medical Center - Mesabi ("Range"), Grand Itasca Clinic and Hospital, M Health Fairview St. John's Hospital, M Health Fairview Woodwinds Hospital and M Health Fairview Bethesda Hospital. As of December 31, 2022, the Fairview System Hospitals had a total of 3,529 licensed beds and 1,824 staffed beds. Fairview operates their more than 80 primary and specialty care clinics throughout the Metro Area, greater Minnesota and western Wisconsin. These clinics offer services in over 70 medical specialties, including family medicine, pediatrics, obstetrics, gynecology, heart care, cancer care, otolaryngology, transplant care, and orthopedics. As of December 30, 2022, Fairview owned all or a portion of seven ambulatory surgery centers located in the Metro Area. Fairview and Fairview Pharmacy Services own and operate pharmacies at 36 locations, including a network of retail pharmacies, oncology pharmacies, two home infusion pharmacies (Minneapolis and Duluth, Minnesota), and a specialty pharmacy. M Health Fairview Rehabilitation Services ("MHFRS") provides a full continuum of inpatient and outpatient rehabilitation services for pediatric and adult patients as well as an inpatient rehabilitation facility, a hospital based skilled nursing facility and an adult day program. In addition to providing inpatient services in nine hospitals (Grand Itasca and Range are not included), MHFRS has 58 outpatient hospital based and free-standing clinics that serve pediatric and adult patients. Specialty services include rehabilitation in the following areas: Cardiac and Pulmonary rehabilitation, Audiology, Orthopedic, Sports related injuries, Neurological, Vestibular, and Cancer Rehab. Hand therapy services are also provided in seven locations. MHFRS serves about 700,000 patient visits/year. M Health Fairview Emergency Medical Services offers emergency medical services and scheduled transportation across the Metro Area and supports the community by responding to more than 50,000 calls annually. Ebenezer, a non-profit subsidiary of Fairview, provides long-term senior care facilities, senior housing, adult care services. Ebenezer's goal is to provide a supportive environment where older adults can pursue longer, healthier, and more meaningful lives. Through its mission and its role as an anchor institution, Fairview is in a unique position to be a catalyst for progress and change. Fairview continues to invest heavily in the health and wellness of its communities in which it operates. This commitment includes education, training, community programs and research, as well as significant investments in care delivery. The COVID-19 pandemic exposed persistent health inequities for communities of color and has exacerbated racial disparities. Communities of color experienced statistically higher rates of COVID-19, including higher rates of hospitalization and death. To reduce the impact on Black, Indigenous, or people of color ("BIPOC"), vaccinations must be accessible, free and provided within a trusted space with appropriate language and cultural considerations. Fairview has led a multi-cultural mobile vaccination program for the past 15 years, which excels at reaching BIPOC communities facing barriers to immunization. Based on this established and successful model, Fairview was able to quickly adapt and partner with public health agencies for its COVID-19 response, including testing and vaccination clinics. Further, Fairview's longstanding relationship with local public health agencies and community partners has allowed Fairview to provide staffing, coordination, and outreach for a remarkable program called the Minnesota Immunization Network Initiative (MINI). MINI is a collaboration led by Fairview and supported by over 150 community partners, works to reduce barriers to vaccinations for communities experiencing health disparities. MINI provides flu, COVID, Mpox and other immunizations free of charge to community members age six months and older. More than 110,000 influenza and almost 60,000 COVID vaccines have been administered. The MINI clinics are hosted in community-based locations such as local churches, mosques, temples, schools, community centers, public high rises, libraries, food pantries, and homeless shelters. The clinics are hosted by the local partner who provides the space, promotion, and serves as a trusted messenger for community members. Fairview provides the vaccine and clinical team - including interpreters and support staff - and information about other local community resources. Vaccinations are provided at no charge to participants, ages six months and older. The past several years, MINI clinics have expanded their reach to include other services such as blood pressure screening and cardiovascular health education, free dental varnish treatments, oral health education and opioid overdose prevention education. Services are often provided in conjunction with MINI vaccination clinics or on their own. During the COVID-19 pandemic, the MINI program leveraged over 15 years of experience providing mobile clinical services in diverse settings to respond to the urgent public health crisis. MINI launched a large scale, low barrier testing initiative in partnership with Saint Paul Ramsey County Public Health and the Minnesota Department of Health. This collaboration enabled thousands of community members to receive a free COVID-19 test in convenient, trusted community spaces. In total, MINI supported 47 testing events and administered almost 20,000 tests. Once the COVID-19 vaccine became available, MINI immediately pivoted to providing COVID-19 vaccinations. To date, MINI has provided 1,250 community based COVID vaccination clinics and given over 59,000 vaccinations. MINI is also supporting Mpox outreach response efforts and launched a Mpox vaccination effort in October of 2022.	Desc

Prog Srvc Accom Acty2 ProgSrvcAccomActy2Grp

Field	Value	IRS element (for citing)
Expense	$1,202,115,008	ExpenseAmt
Revenue	$1,301,594,393	RevenueAmt
Desc	Cost of participating in government programs: Fairview is committed to serving the health care needs of members of its community. To support full access to services, Fairview participates in the following public health care programs: Medicare, Medicaid, and MinnesotaCare. Reimbursement from these programs for services rendered, generally falls below the cost of providing the care. To compensate for the under funding by government programs, Fairview makes a significant financial investment to offset these losses. In 2022, Fairview incurred $55,335,040 of medical taxes and surcharge costs in health care services that exceeded the reimbursement received by public programs, surcharge, medical taxes and fees related to these programs and not including Medicare. The following is a breakdown on costs related to the cost of participating in government programs: Costs exceed Medicaid Reimbursement: Fairview is serving thousands of low- income individuals covered by Medical Assistance and MinnesotaCare. Reimbursement from these programs is less than Fairview's cost of providing care to these patients. Total Medicaid surcharge tax costs related to hospitals, pharmacies, and surgical centers was $25,135,545. MinnesotaCare tax: The state of Minnesota levies a 2 percent tax on certain healthcare provider revenues. Money generated from this tax helps to defray the costs incurred from MinnesotaCare and other programs/services for uninsured individuals. In 2022, Fairview paid $30,198,494 in MinnesotaCare taxes. Taxes and fees: Fairview does pay some property tax to local and state government. This helps to fund civil and educational services in the community. The real estate costs for 2022 totaled $1,641,472 and the sales and income taxes totaled $6,601,335. Costs exceeding Medicare Reimbursement: Fairview cares for thousands of individuals ages 65 and older who are covered by Medicare. Fairview incurred $266,823,654 of Medicare reimbursement shortfalls. Reimbursement from Medicare is less than Fairview's cost of providing care to the patient. The total cost of providing these benefits was $1,145,138,496.	Desc

Prog Srvc Accom Acty3 ProgSrvcAccomActy3Grp

Field	Value	IRS element (for citing)
Expense	$123,675,947	ExpenseAmt
Revenue	$20,591,525	RevenueAmt
Desc	The primary purpose of our educational and research programs is to benefit patients and the community at large by educating health professionals both within Fairview and in the broader community, and by fostering advances in knowledge and evidence-based improvements to clinical treatments and approaches to health care delivery. In partnership with the University of Minnesota Academic Health Center and University of Minnesota Physicians, Fairview has a strong and abiding commitment to research and education. Together, we view research as an integral and critical component in providing exceptional care to patients and the community. We seek to be a national leader in clinical research and a regional center for clinical research activities. Fairview continues its focus and support of research and education. This commitment included providing the resources of time, money, and talent while ensuring the facilities, supporting infrastructures, and processes were available to facilitate and encourage the creation of new knowledge. Fairview had more than 1,300 active clinical research studies underway across the health care system with 40,000 patient participants. Research ranges from deep brain stimulation to ultrasound treatment of rheumatoid arthritis, stem cell transplants for multiple sclerosis to recurrent hypoglycemia and many other topics. Fairview offers numerous sponsorships and training programs, internships, and scholarships to employees and their dependents - as well as to students in our communities. Fairview partners with more than 160 schools, 255 faith communities, and 50 community groups. Fairview has educational partnerships with the University of Minnesota and St. Catherine University and affiliations with many other institutions. Fairview also offers its own specialized training program in perioperative nursing. More than 5,500 college and graduate students prepared for careers in a wide range of medical fields through clinical training, internships, and job shadowing at Fairview hospitals and clinics. Through Fairview's close partnership with the University of Minnesota, students, residents, and fellows took courses and completed rotations of various lengths at Fairview settings, including M Health Fairview University of Minnesota Medical Center, M Health Fairview University of Minnesota Masonic Children's Hospital, and Fairview's primary care clinics. Fairview also provides numerous continuing education opportunities to its employees to enable them to ensure they are knowledgeable about the latest innovations in health care delivery.	Desc

Field	Value	IRS element (for citing)
Total Program Service Expenses	$3,451,749,152	TotalProgramServiceExpensesAmt
Described In Section501c3	Yes (true)	DescribedInSection501c3Ind
Schedule B Required	Yes (true)	ScheduleBRequiredInd
Political Campaign Acty	false	PoliticalCampaignActyInd
Lobbying Activities	Yes (true)	LobbyingActivitiesInd
Donor Advised Fund	false	DonorAdvisedFundInd
Conservation Easements	false	ConservationEasementsInd
Collections Of Art	false	CollectionsOfArtInd
Credit Counseling	false	CreditCounselingInd
Donor Rstr Or Quasi Endowments	Yes (true)	DonorRstrOrQuasiEndowmentsInd
Report Land Building Equipment	Yes (true)	ReportLandBuildingEquipmentInd
Report Investments Other Sec	Yes (true)	ReportInvestmentsOtherSecInd
Report Program Related Invst	false	ReportProgramRelatedInvstInd
Report Other Assets	false	ReportOtherAssetsInd
Report Other Liabilities	Yes (true)	ReportOtherLiabilitiesInd
Include FIN48 Footnote	Yes (true)	IncludeFIN48FootnoteInd
Independent Audit Fincl Stmt	false	IndependentAuditFinclStmtInd
Consolidated Audit Fincl Stmt	Yes (true)	ConsolidatedAuditFinclStmtInd
School Operating	false	SchoolOperatingInd
Foreign Office	Yes (true)	ForeignOfficeInd
Foreign Activities	Yes (true)	ForeignActivitiesInd
More Than5000 K To Org	false	MoreThan5000KToOrgInd
More Than5000 K To Individuals	false	MoreThan5000KToIndividualsInd
Professional Fundraising	false	ProfessionalFundraisingInd
Fundraising Activities	false	FundraisingActivitiesInd
Gaming Activities	false	GamingActivitiesInd
Operate Hospital	Yes (true)	OperateHospitalInd
Audited Financial Stmt Att	Yes (true)	AuditedFinancialStmtAttInd
Grants To Organizations	Yes (true)	GrantsToOrganizationsInd
Grants To Individuals	false	GrantsToIndividualsInd
Schedule J Required	Yes (true)	ScheduleJRequiredInd
Tax Exempt Bonds	Yes (true)	TaxExemptBondsInd
Invest Tax Exempt Bonds	false	InvestTaxExemptBondsInd
Escrow Account	false	EscrowAccountInd
On Behalf Of Issuer	false	OnBehalfOfIssuerInd
Engaged In Excess Benefit Trans	false	EngagedInExcessBenefitTransInd
PY Excess Benefit Trans	false	PYExcessBenefitTransInd
Loan Outstanding	false	LoanOutstandingInd
Grant To Related Person	false	GrantToRelatedPersonInd
Business Rln With Org Mem	false	BusinessRlnWithOrgMemInd
Business Rln With Fam Mem	false	BusinessRlnWithFamMemInd
Business Rln With35 Ctrl Ent	false	BusinessRlnWith35CtrlEntInd
Deductible Non Cash Contri	Yes (true)	DeductibleNonCashContriInd
Deductible Art Contribution	false	DeductibleArtContributionInd
Terminate Operations	false	TerminateOperationsInd
Partial Liquidation	false	PartialLiquidationInd
Disregarded Entity	Yes (true)	DisregardedEntityInd
Related Entity	Yes (true)	RelatedEntityInd
Related Organization Ctrl Ent	Yes (true)	RelatedOrganizationCtrlEntInd
Transaction With Control Ent	Yes (true)	TransactionWithControlEntInd
Trnsfr Exmpt Non Chrtbl Rltd Org	false	TrnsfrExmptNonChrtblRltdOrgInd
Activities Conducted Prtshp	false	ActivitiesConductedPrtshpInd
Schedule O Required	Yes (true)	ScheduleORequiredInd
Info In Schedule O Part V	Yes (X)	InfoInScheduleOPartVInd
IRP Document	663	IRPDocumentCnt
IRP Document W2 G	0	IRPDocumentW2GCnt
Backup Wthld Compliance	Yes (true)	BackupWthldComplianceInd
Employee	32637	EmployeeCnt
Employment Tax Returns Filed	Yes (true)	EmploymentTaxReturnsFiledInd
Unrelated Bus Incm Over Limit	Yes (true)	UnrelatedBusIncmOverLimitInd
Form990 T Filed	Yes (true)	Form990TFiledInd
Foreign Financial Account	Yes (true)	ForeignFinancialAccountInd
Foreign Country	CJ	ForeignCountryCd
Prohibited Tax Shelter Trans	false	ProhibitedTaxShelterTransInd
Taxable Party Notification	false	TaxablePartyNotificationInd
Nondeductible Contributions	false	NondeductibleContributionsInd
Quid Pro Quo Contributions	false	QuidProQuoContributionsInd
Form8282 Property Disposed Of	false	Form8282PropertyDisposedOfInd
Rcv Fnds To Pay Prsnl Bnft Cntrct	false	RcvFndsToPayPrsnlBnftCntrctInd
Pay Premiums Prsnl Bnft Cntrct	false	PayPremiumsPrsnlBnftCntrctInd
Indoor Tanning Services	false	IndoorTanningServicesInd
Subj To Tax Rmnrtn Ex Prcht Pymt	Yes (true)	SubjToTaxRmnrtnExPrchtPymtInd
Subject To Excs Tax Net Invst Inc	false	SubjectToExcsTaxNetInvstIncInd
Info In Schedule O Part VI	Yes (X)	InfoInScheduleOPartVIInd
Governing Body Voting Members	20	GoverningBodyVotingMembersCnt
Independent Voting Member	19	IndependentVotingMemberCnt
Family Or Business Rln	false	FamilyOrBusinessRlnInd
Delegation Of Mgmt Duties	false	DelegationOfMgmtDutiesInd
Change To Org Documents	false	ChangeToOrgDocumentsInd
Material Diversion Or Misuse	false	MaterialDiversionOrMisuseInd
Members Or Stockholders	Yes (true)	MembersOrStockholdersInd
Election Of Board Members	Yes (true)	ElectionOfBoardMembersInd
Decisions Subject To Approva	Yes (true)	DecisionsSubjectToApprovaInd
Minutes Of Governing Body	Yes (true)	MinutesOfGoverningBodyInd
Minutes Of Committees	Yes (true)	MinutesOfCommitteesInd
Officer Mailing Address	false	OfficerMailingAddressInd
Local Chapters	false	LocalChaptersInd
Form990 Provided To Gvrn Body	Yes (true)	Form990ProvidedToGvrnBodyInd
Conflict Of Interest Policy	Yes (true)	ConflictOfInterestPolicyInd
Annual Disclosure Covered Prsn	Yes (true)	AnnualDisclosureCoveredPrsnInd
Regular Monitoring Enfrc	Yes (true)	RegularMonitoringEnfrcInd
Whistleblower Policy	Yes (true)	WhistleblowerPolicyInd
Document Retention Policy	Yes (true)	DocumentRetentionPolicyInd
Compensation Process CEO	Yes (true)	CompensationProcessCEOInd
Compensation Process Other	Yes (true)	CompensationProcessOtherInd
Investment In Joint Venture	Yes (true)	InvestmentInJointVentureInd
Written Policy Or Procedure	Yes (true)	WrittenPolicyOrProcedureInd
States Where Copy Of Return Is Fld	MN	StatesWhereCopyOfReturnIsFldCd
Own Website	Yes (X)	OwnWebsiteInd
Upon Request	Yes (X)	UponRequestInd

Books In Care Of Detail BooksInCareOfDetail

Business Name BusinessName

Field	Value	IRS element (for citing)
Business Name Line1	Dawn Ksepka	BusinessNameLine1Txt

Field	Value	IRS element (for citing)
Phone	6126724986	PhoneNum

US Address USAddress

Field	Value	IRS element (for citing)
Address Line1	1700 University Avenue W	AddressLine1Txt
City	St Paul	CityNm
State Abbreviation	MN	StateAbbreviationCd
ZIP	55104	ZIPCd

Form990 Part VII Section A Form990PartVIISectionAGrp (36 entries)

TitleTitleTxt	Average Hours Per WeekAverageHoursPerWeekRt	Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt	Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd	OfficerOfficerInd	Reportable Comp From OrgReportableCompFromOrgAmt	Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt	Other CompensationOtherCompensationAmt	Highest Compensated EmployeeHighestCompensatedEmployeeInd	Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd
Ann Lowry MD
Vice Chair	2.0	0.0	Yes (X)	Yes (X)	$25,000	$0	$0
Jakub Tolar MD
Vice Chair	2.0	0.0	Yes (X)	Yes (X)	$0	$0	$0
James Hereford
President & CEO	40.0	2.0	Yes (X)	Yes (X)	$3,370,758	$0	$116,860
Karen Grabow
Secretary	2.0	0.0	Yes (X)	Yes (X)	$25,000	$0	$0
RIch Ostlund
Chair	2.0	0.0	Yes (X)	Yes (X)	$35,000	$0	$0
Ann Williamson
Director	2.0	0.0	Yes (X)		$0	$0	$0
Barclay Berdan
Director	2.0	2.0	Yes (X)		$20,000	$0	$0
Brad Wallin
Director	2.0	2.0	Yes (X)		$20,000	$0	$0
David Levy
Director	2.0	0.0	Yes (X)		$20,000	$0	$0
Jodi RIchard
Director	2.0	2.0	Yes (X)		$25,000	$0	$0
John Heinmiller
Director	2.0	0.0	Yes (X)		$25,000	$0	$0
Julie Causey
Director	2.0	2.0	Yes (X)		$25,000	$0	$0
Kenneth Roering
Director	2.0	0.0	Yes (X)		$20,000	$0	$0
Melissa Geller MD
Director	2.0	0.0	Yes (X)		$0	$0	$0
Michael Connly
Director	2.0	2.0	Yes (X)		$25,000	$0	$0
Myron Frans
Director	2.0	2.0	Yes (X)		$0	$0	$0
PJ Hill
Director	2.0	0.0	Yes (X)		$20,000	$0	$0
Shawntera Hardy
Director	2.0	0.0	Yes (X)		$20,000	$0	$0
Stephen Swensen MD
Director	2.0	0.0	Yes (X)		$20,000	$0	$0
Timothy Marx
Director	2.0	0.0	Yes (X)		$25,000	$0	$0
Andrea Mokros
Chf Public Affairs Officer	40.0	2.0		Yes (X)	$561,164	$0	$85,859
John Batson Term 8312022
CFO	40.0	0.0		Yes (X)	$1,077,616	$0	$10,301
Joseph Gaylord
CFO	40.0	2.0		Yes (X)	$714,491	$0	$39,425
Laura Reed
COO	2.0	40.0		Yes (X)	$1,544,185	$0	$191,815
Mark Welton
CMO	40.0	2.0		Yes (X)	$1,326,543	$0	$34,438
Mary Nease
Chf People Officer	40.0	2.0		Yes (X)	$835,496	$0	$123,243
Robert Beacher
EVP & Chf Shared Clinical Svcs	40.0	2.0		Yes (X)	$1,044,422	$0	$39,551
Sameer Badlani
Chf Digital Officer	40.0	2.0		Yes (X)	$1,043,054	$0	$150,277
Scott Weber Term 132022
Chf Marketing Officer	40.0	2.0		Yes (X)	$715,234	$0	$3,689
Trudi Trysla
Chf Legal Counsel	40.0	10.0		Yes (X)	$931,521	$0	$117,476
Harsh Aggarwal MD
Physician	40.0	0.0			$811,724	$0	$31,562	Yes (X)
Michael Campoli MD
Physician	40.0	0.0			$1,777,439	$0	$42,808	Yes (X)
Michael Tran MD
Physician	40.0	0.0			$821,193	$0	$30,569	Yes (X)
Nick Huynh MD
Physician	40.0	0.0			$728,052	$0	$30,155	Yes (X)
Rohan Lall
Physician	40.0	0.0			$1,675,417	$0	$23,226	Yes (X)
Srijoy Mahapatra
Former Chf Strategy Officer	0.0	0.0			$113,742	$0	$0		Yes (X)

Field	Value	IRS element (for citing)
Total Reportable Comp From Org	$19,442,051	TotalReportableCompFromOrgAmt
Tot Reportable Comp Rltd Org	$0	TotReportableCompRltdOrgAmt
Total Other Compensation	$1,071,254	TotalOtherCompensationAmt
Indiv Rcvd Greater Than100 K	4789	IndivRcvdGreaterThan100KCnt
Former Ofcr Employees Listed	Yes (true)	FormerOfcrEmployeesListedInd
Total Comp Greater Than150 K	Yes (true)	TotalCompGreaterThan150KInd
Compensation From Other Srcs	false	CompensationFromOtherSrcsInd

Contractor Compensation ContractorCompensationGrp (5 entries)

Address Line1ContractorAddress/USAddress/AddressLine1Txt	CityContractorAddress/USAddress/CityNm	State AbbreviationContractorAddress/USAddress/StateAbbreviationCd	ZIPContractorAddress/USAddress/ZIPCd	ServicesServicesDesc	CompensationCompensationAmt	Address Line2ContractorAddress/USAddress/AddressLine2Txt
Rightsourcing Inc
999 Stewart Ave	Bethany	NY	11714	Staffing	$137,161,279
Deloitte Consulting LLP
PO Box 844717	Dallas	TX	752844717	Consulting Services	$12,322,888
Health Systems Cooperative Laundries
725 Minnehaha Ave E	Saint Paul	MN	551064441	Laundry Services	$10,195,651
ITC InfoTech USA Inc
12 Route 17 North	Paramus	NJ	07652	Help Desk Services	$6,975,135	Suite 303
Medical Solutions LLC
1010 N 102nd Street	Omaha	NE	68114	Medical Staffing Services	$6,592,970	Suite 300

Field	Value	IRS element (for citing)
Cntrct Rcvd Greater Than100 K	51	CntrctRcvdGreaterThan100KCnt
Related Organizations	$5,890,481	RelatedOrganizationsAmt
Government Grants	$16,348,215	GovernmentGrantsAmt
All Other Contributions	$2,020,694	AllOtherContributionsAmt
Noncash Contributions	$285,952	NoncashContributionsAmt
Total Contributions	$24,259,390	TotalContributionsAmt

Program Service Revenue ProgramServiceRevenueGrp (5 entries)

DescDesc	BusinessBusinessCd	Total Revenue ColumnTotalRevenueColumnAmt	Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt	Unrelated Business RevenueUnrelatedBusinessRevenueAmt
Medicare-Medicaid Patient Care	622110	$1,301,594,393	$1,301,594,393
Pharmacy	446110	$1,263,586,827	$1,123,483,391	$140,103,436
Patient Care Services	622110	$766,651,289	$766,651,289
Laboratory	621500	$696,857,694	$677,095,611	$19,762,083
Parking	812930	$10,439,859	$10,439,859

Total Oth Program Service Rev TotalOthProgramServiceRevGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$52,876,759	TotalRevenueColumnAmt
Related Or Exempt Func Income	$51,084,198	RelatedOrExemptFuncIncomeAmt
Unrelated Business Revenue	$1,749,580	UnrelatedBusinessRevenueAmt
Exclusion	$42,981	ExclusionAmt

Field	Value	IRS element (for citing)
Total Program Service Revenue	$4,092,006,821	TotalProgramServiceRevenueAmt

Investment Income InvestmentIncomeGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$93,701,356	TotalRevenueColumnAmt
Unrelated Business Revenue	-$1,618,550	UnrelatedBusinessRevenueAmt
Exclusion	$95,319,906	ExclusionAmt

Gross Rents GrossRentsGrp

Field	Value	IRS element (for citing)
Real	$27,865,370	RealAmt

Less Rental Expenses LessRentalExpensesGrp

Field	Value	IRS element (for citing)
Real	$360,323	RealAmt

Rental Income Or Loss RentalIncomeOrLossGrp

Field	Value	IRS element (for citing)
Real	$27,505,047	RealAmt
Personal	$0	PersonalAmt

Net Rental Income Or Loss NetRentalIncomeOrLossGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$27,505,047	TotalRevenueColumnAmt
Exclusion	$27,505,047	ExclusionAmt

Gross Amount Sales Assets GrossAmountSalesAssetsGrp

Field	Value	IRS element (for citing)
Securities	$24,842,662	SecuritiesAmt
Other	$63,135,740	OtherAmt

Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp

Field	Value	IRS element (for citing)
Other	$2,244,072	OtherAmt

Gain Or Loss GainOrLossGrp

Field	Value	IRS element (for citing)
Securities	$24,842,662	SecuritiesAmt
Other	$60,891,668	OtherAmt

Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$85,734,330	TotalRevenueColumnAmt
Exclusion	$85,734,330	ExclusionAmt

Field	Value	IRS element (for citing)
Gross Sales Of Inventory	$638,380,109	GrossSalesOfInventoryAmt
Cost Of Goods Sold	$603,724,899	CostOfGoodsSoldAmt

Net Income Or Loss NetIncomeOrLossGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$34,655,210	TotalRevenueColumnAmt
Unrelated Business Revenue	$34,655,210	UnrelatedBusinessRevenueAmt

Miscellaneous Revenue MiscellaneousRevenueGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$0	TotalRevenueColumnAmt
Related Or Exempt Func Income	$0	RelatedOrExemptFuncIncomeAmt
Unrelated Business Revenue	$0	UnrelatedBusinessRevenueAmt
Exclusion	$0	ExclusionAmt

Field	Value	IRS element (for citing)
Other Revenue Total	$0	OtherRevenueTotalAmt

Total Revenue TotalRevenueGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$4,357,862,154	TotalRevenueColumnAmt
Related Or Exempt Func Income	$3,930,348,741	RelatedOrExemptFuncIncomeAmt
Unrelated Business Revenue	$194,651,759	UnrelatedBusinessRevenueAmt
Exclusion	$208,602,264	ExclusionAmt

Grants To Domestic Orgs GrantsToDomesticOrgsGrp

Field	Value	IRS element (for citing)
Total	$96,800	TotalAmt
Program Services	$96,800	ProgramServicesAmt

Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp

Field	Value	IRS element (for citing)
Total	$14,427,420	TotalAmt
Management And General	$14,427,420	ManagementAndGeneralAmt

Comp Disqual Persons CompDisqualPersonsGrp

Field	Value	IRS element (for citing)
Total	$113,742	TotalAmt
Management And General	$113,742	ManagementAndGeneralAmt

Other Salaries And Wages OtherSalariesAndWagesGrp

Field	Value	IRS element (for citing)
Total	$1,679,682,045	TotalAmt
Program Services	$1,310,981,317	ProgramServicesAmt
Management And General	$368,700,728	ManagementAndGeneralAmt

Pension Plan Contributions PensionPlanContributionsGrp

Field	Value	IRS element (for citing)
Total	$83,996,804	TotalAmt
Program Services	$66,994,159	ProgramServicesAmt
Management And General	$17,002,645	ManagementAndGeneralAmt

Other Employee Benefits OtherEmployeeBenefitsGrp

Field	Value	IRS element (for citing)
Total	$214,281,661	TotalAmt
Program Services	$162,343,066	ProgramServicesAmt
Management And General	$51,938,595	ManagementAndGeneralAmt

Payroll Taxes PayrollTaxesGrp

Field	Value	IRS element (for citing)
Total	$108,493,705	TotalAmt
Program Services	$83,397,759	ProgramServicesAmt
Management And General	$25,095,946	ManagementAndGeneralAmt

Fees For Services Management FeesForServicesManagementGrp

Field	Value	IRS element (for citing)
Total	$63,233,545	TotalAmt
Program Services	$22,168,735	ProgramServicesAmt
Management And General	$41,064,810	ManagementAndGeneralAmt

Fees For Services Legal FeesForServicesLegalGrp

Field	Value	IRS element (for citing)
Total	$5,144,264	TotalAmt
Program Services	$47,431	ProgramServicesAmt
Management And General	$5,096,833	ManagementAndGeneralAmt

Fees For Services Accounting FeesForServicesAccountingGrp

Field	Value	IRS element (for citing)
Total	$705,765	TotalAmt
Management And General	$705,765	ManagementAndGeneralAmt

Fees For Services Lobbying FeesForServicesLobbyingGrp

Field	Value	IRS element (for citing)
Total	$1,171,786	TotalAmt
Program Services	$1,171,786	ProgramServicesAmt

Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp

Field	Value	IRS element (for citing)
Total	$5,269,467	TotalAmt
Management And General	$5,269,467	ManagementAndGeneralAmt

Fees For Services Other FeesForServicesOtherGrp

Field	Value	IRS element (for citing)
Total	$277,766,982	TotalAmt
Program Services	$247,832,563	ProgramServicesAmt
Management And General	$29,934,419	ManagementAndGeneralAmt
Fundraising	$0	FundraisingAmt

Advertising AdvertisingGrp

Field	Value	IRS element (for citing)
Total	$245,767	TotalAmt
Program Services	$3,347	ProgramServicesAmt
Management And General	$242,420	ManagementAndGeneralAmt

Office Expenses OfficeExpensesGrp

Field	Value	IRS element (for citing)
Total	$84,964,122	TotalAmt
Program Services	$61,967,682	ProgramServicesAmt
Management And General	$22,996,440	ManagementAndGeneralAmt

Occupancy OccupancyGrp

Field	Value	IRS element (for citing)
Total	$64,273,220	TotalAmt
Program Services	$54,151,617	ProgramServicesAmt
Management And General	$10,121,603	ManagementAndGeneralAmt

Travel TravelGrp

Field	Value	IRS element (for citing)
Total	$2,422	TotalAmt
Program Services	$381	ProgramServicesAmt
Management And General	$2,041	ManagementAndGeneralAmt

Conferences Meetings ConferencesMeetingsGrp

Field	Value	IRS element (for citing)
Total	$3,876,676	TotalAmt
Program Services	$2,844,387	ProgramServicesAmt
Management And General	$1,032,289	ManagementAndGeneralAmt

Interest InterestGrp

Field	Value	IRS element (for citing)
Total	$38,663,044	TotalAmt
Program Services	$38,138,045	ProgramServicesAmt
Management And General	$524,999	ManagementAndGeneralAmt

Depreciation Depletion DepreciationDepletionGrp

Field	Value	IRS element (for citing)
Total	$109,536,812	TotalAmt
Program Services	$71,361,344	ProgramServicesAmt
Management And General	$38,175,468	ManagementAndGeneralAmt

Insurance InsuranceGrp

Field	Value	IRS element (for citing)
Total	$4,363,261	TotalAmt
Program Services	$3,928,837	ProgramServicesAmt
Management And General	$434,424	ManagementAndGeneralAmt

Other Expenses OtherExpensesGrp (4 entries)

DescDesc	TotalTotalAmt	Program ServicesProgramServicesAmt	Management And GeneralManagementAndGeneralAmt
Medical Supplies	$1,213,496,229	$1,207,014,313	$6,481,916
Licenses/Fees	$110,703,190	$24,894,686	$85,808,504
Taxes-Medical	$55,335,040	$55,335,040
Utilities, Repairs, Maint	$14,766,092	$13,988,747	$777,345

All Other Expenses AllOtherExpensesGrp

Field	Value	IRS element (for citing)
Total	$34,078,961	TotalAmt
Program Services	$23,087,110	ProgramServicesAmt
Management And General	$10,991,851	ManagementAndGeneralAmt
Fundraising	$0	FundraisingAmt

Total Functional Expenses TotalFunctionalExpensesGrp

Field	Value	IRS element (for citing)
Total	$4,188,688,822	TotalAmt
Program Services	$3,451,749,152	ProgramServicesAmt
Management And General	$736,939,670	ManagementAndGeneralAmt
Fundraising	$0	FundraisingAmt

Cash Non Interest Bearing CashNonInterestBearingGrp

Field	Value	IRS element (for citing)
BOY	$10,712,312	BOYAmt
EOY	$36,967,957	EOYAmt

Savings And Temp Cash Invst SavingsAndTempCashInvstGrp

Field	Value	IRS element (for citing)
BOY	$488,741,075	BOYAmt
EOY	$279,003,974	EOYAmt

Pledges And Grants Receivable PledgesAndGrantsReceivableGrp

Field	Value	IRS element (for citing)
BOY	$18,630,786	BOYAmt
EOY	$18,642,686	EOYAmt

Accounts Receivable AccountsReceivableGrp

Field	Value	IRS element (for citing)
BOY	$2,136,470,778	BOYAmt
EOY	$2,538,852,486	EOYAmt

Receivables From Officers Etc ReceivablesFromOfficersEtcGrp

Field	Value	IRS element (for citing)
BOY	$0	BOYAmt
EOY	$0	EOYAmt

Rcvbl From Disqualified Prsn RcvblFromDisqualifiedPrsnGrp

Field	Value	IRS element (for citing)
BOY	$0	BOYAmt
EOY	$0	EOYAmt

Inventories For Sale Or Use InventoriesForSaleOrUseGrp

Field	Value	IRS element (for citing)
BOY	$116,319,208	BOYAmt
EOY	$136,932,233	EOYAmt

Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp

Field	Value	IRS element (for citing)
BOY	$48,618,773	BOYAmt
EOY	$57,357,543	EOYAmt

Field	Value	IRS element (for citing)
Land Bldg Equip Cost Or Other Bss	$2,354,757,309	LandBldgEquipCostOrOtherBssAmt
Land Bldg Equip Accum Deprec	$1,460,391,819	LandBldgEquipAccumDeprecAmt

Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp

Field	Value	IRS element (for citing)
BOY	$896,231,471	BOYAmt
EOY	$894,365,490	EOYAmt

Investments Pub Traded Sec InvestmentsPubTradedSecGrp

Field	Value	IRS element (for citing)
BOY	$826,492,884	BOYAmt
EOY	$133,004,382	EOYAmt

Investments Other Securities InvestmentsOtherSecuritiesGrp

Field	Value	IRS element (for citing)
BOY	$638,672,934	BOYAmt
EOY	$558,056,008	EOYAmt

Investments Program Related InvestmentsProgramRelatedGrp

Field	Value	IRS element (for citing)
BOY	$40,621,110	BOYAmt
EOY	$12,936,776	EOYAmt

Other Assets Total OtherAssetsTotalGrp

Field	Value	IRS element (for citing)
BOY	$221,501,412	BOYAmt
EOY	$180,690,943	EOYAmt

Total Assets TotalAssetsGrp

Field	Value	IRS element (for citing)
BOY	$5,443,012,743	BOYAmt
EOY	$4,846,810,478	EOYAmt

Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp

Field	Value	IRS element (for citing)
BOY	$571,989,655	BOYAmt
EOY	$597,756,398	EOYAmt

Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp

Field	Value	IRS element (for citing)
BOY	$981,976,782	BOYAmt
EOY	$972,612,776	EOYAmt

Loans From Officers Directors LoansFromOfficersDirectorsGrp

Field	Value	IRS element (for citing)
BOY	$0	BOYAmt
EOY	$0	EOYAmt

Mortg Notes Pybl Scrd Invst Prop MortgNotesPyblScrdInvstPropGrp

Field	Value	IRS element (for citing)
BOY	$494,455,000	BOYAmt
EOY	$481,325,000	EOYAmt

Other Liabilities OtherLiabilitiesGrp

Field	Value	IRS element (for citing)
BOY	$576,232,532	BOYAmt
EOY	$335,628,241	EOYAmt

Total Liabilities TotalLiabilitiesGrp

Field	Value	IRS element (for citing)
BOY	$2,624,653,969	BOYAmt
EOY	$2,387,322,415	EOYAmt

No Donor Restriction Net Assets NoDonorRestrictionNetAssetsGrp

Field	Value	IRS element (for citing)
BOY	$2,774,440,379	BOYAmt
EOY	$2,415,557,767	EOYAmt

Donor Restriction Net Assets DonorRestrictionNetAssetsGrp

Field	Value	IRS element (for citing)
BOY	$43,918,395	BOYAmt
EOY	$43,930,296	EOYAmt

Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp

Field	Value	IRS element (for citing)
BOY	$2,818,358,774	BOYAmt
EOY	$2,459,488,063	EOYAmt

Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp

Field	Value	IRS element (for citing)
BOY	$5,443,012,743	BOYAmt
EOY	$4,846,810,478	EOYAmt

Field	Value	IRS element (for citing)
Info In Schedule O Part XI	Yes (X)	InfoInScheduleOPartXIInd
Reconcilation Revenue Expnss	$169,173,332	ReconcilationRevenueExpnssAmt
Net Unrlzd Gains Losses Invst	-$269,111,759	NetUnrlzdGainsLossesInvstAmt
Other Changes In Net Assets	-$258,932,284	OtherChangesInNetAssetsAmt
Method Of Accounting Accrual	Yes (X)	MethodOfAccountingAccrualInd
Accountant Compile Or Review	false	AccountantCompileOrReviewInd
FS Audited	Yes (true)	FSAuditedInd

FS Audited Basis FSAuditedBasisGrp

Field	Value	IRS element (for citing)
Consolidated Basis Fincl Stmt	Yes (X)	ConsolidatedBasisFinclStmtInd

Field	Value	IRS element (for citing)
Audit Committee	Yes (true)	AuditCommitteeInd
Federal Grant Audit Required	Yes (true)	FederalGrantAuditRequiredInd
Federal Grant Audit Performed	Yes (true)	FederalGrantAuditPerformedInd

Schedule A IRS990ScheduleA

Field	Value	IRS element (for citing)
Hospital	Yes (X)	HospitalInd

Schedule B IRS990ScheduleB

Contributor Information ContributorInformationGrp

Field	Value	IRS element (for citing)
Contributor	RESTRICTED	ContributorNum

Contributor Business Name ContributorBusinessName

Field	Value	IRS element (for citing)
Business Name Line1	RESTRICTED	BusinessNameLine1

Contributor US Address ContributorUSAddress

Field	Value	IRS element (for citing)
Address Line1	RESTRICTED	AddressLine1
Address Line2	RESTRICTED	AddressLine2
City	RESTRICTED	City
State	RESTRICTED	State
ZIP Code	RESTRICTED	ZIPCode

Field	Value	IRS element (for citing)
Total Contributions	RESTRICTED	TotalContributionsAmt

Schedule C IRS990ScheduleC

Field	Value	IRS element (for citing)
Volunteers	Yes (true)	VolunteersInd
Paid Staff Or Management	Yes (true)	PaidStaffOrManagementInd
Media Advertisements	false	MediaAdvertisementsInd
Mailings Members	false	MailingsMembersInd
Publications Or Broadcast	false	PublicationsOrBroadcastInd
Grants Other Organizations	false	GrantsOtherOrganizationsInd
Direct Contact Legislators	Yes (true)	DirectContactLegislatorsInd
Direct Contact Legislators	$1,171,786	DirectContactLegislatorsAmt
Rallies Demonstrations	false	RalliesDemonstrationsInd
Other Activities	false	OtherActivitiesInd
Total Lobbying Expenditures	$1,171,786	TotalLobbyingExpendituresAmt
Not Described Section501c3	false	NotDescribedSection501c3Ind

Supplemental Information Detail SupplementalInformationDetail

Field	Value	IRS element (for citing)
Form And Line Reference	Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY	FormAndLineReferenceDesc
Explanation	Fairview Health Services (Fairview) officials had meetings and contacts with both federal and state government officials, congressional staff and representatives to discuss various health care reform and Medicare proposals and proposed legislation. Fairview has corresponded with representatives, staff and government officials outlining concerns and recommendations regarding health care reform and other health care related topics. Many of these activities were conducted by employees of Fairview and the expenditures for this activity totaled approximately $267,054. Additionally, Fairview paid approximately $904,732 to outside lobbyists in the tax year. This amount includes an amount of Minnesota Hospital Association Dues that was determined to be used for lobbying activities. Fairview also provided information and/or expressed its concern to legislative bodies and government officials on matters directly related to health, the delivery of health care and medical education and/or research. Such activity is normally at the request of a legislative body, committee or member. During the tax year, Fairview representatives had meetings with members of the legislative/executive branches of government to discuss issues relating to health care and health care reform. Fairview may also meet with members of government to discuss issues dealing with Fairview's tax exempt status and health care issues including sales tax exemption, state health care reform, real estate tax issues, Medicaid, physician licensing, etc. Fairview believes these informational meetings are essential to support our charitable purpose and do not constitute attempts to influence specific legislation.	ExplanationTxt

Schedule D IRS990ScheduleD

CY Endwmt Fund CYEndwmtFundGrp

Field	Value	IRS element (for citing)
Beginning Year Balance	$4,854,060	BeginningYearBalanceAmt
Investment Earnings Or Losses	-$67,524	InvestmentEarningsOrLossesAmt
Other Expenditures	$274,063	OtherExpendituresAmt
End Year Balance	$4,512,473	EndYearBalanceAmt

CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp

Field	Value	IRS element (for citing)
Beginning Year Balance	$5,600,949	BeginningYearBalanceAmt
Other Expenditures	$746,889	OtherExpendituresAmt
End Year Balance	$4,854,060	EndYearBalanceAmt

CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp

Field	Value	IRS element (for citing)
Beginning Year Balance	$5,865,076	BeginningYearBalanceAmt
Contributions	$217,899	ContributionsAmt
Investment Earnings Or Losses	$39,894	InvestmentEarningsOrLossesAmt
Other Expenditures	$364,552	OtherExpendituresAmt
Administrative Expenses	$157,368	AdministrativeExpensesAmt
End Year Balance	$5,600,949	EndYearBalanceAmt

CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp

Field	Value	IRS element (for citing)
Beginning Year Balance	$5,757,124	BeginningYearBalanceAmt
Contributions	$148,110	ContributionsAmt
Administrative Expenses	$40,158	AdministrativeExpensesAmt
End Year Balance	$5,865,076	EndYearBalanceAmt

CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp

Field	Value	IRS element (for citing)
Beginning Year Balance	$1,575,829	BeginningYearBalanceAmt
Contributions	$4,641,157	ContributionsAmt
Investment Earnings Or Losses	-$461,060	InvestmentEarningsOrLossesAmt
Administrative Expenses	-$1,198	AdministrativeExpensesAmt
End Year Balance	$5,757,124	EndYearBalanceAmt

Field	Value	IRS element (for citing)
Board Designated Balance EOY	0.0	BoardDesignatedBalanceEOYPct
Prmnnt Endowment Balance EOY	0.2353	PrmnntEndowmentBalanceEOYPct
Term Endowment Balance EOY	0.7647	TermEndowmentBalanceEOYPct
Endowments Held Unrelated Org	false	EndowmentsHeldUnrelatedOrgInd
Endowments Held Related Org	Yes (true)	EndowmentsHeldRelatedOrgInd
Related Org List Sch R	Yes (true)	RelatedOrgListSchRInd

Land LandGrp

Field	Value	IRS element (for citing)
Other Cost Or Other Basis	$26,373,811	OtherCostOrOtherBasisAmt
Book Value	$26,373,811	BookValueAmt

Buildings BuildingsGrp

Field	Value	IRS element (for citing)
Other Cost Or Other Basis	$1,371,518,447	OtherCostOrOtherBasisAmt
Depreciation	$762,163,724	DepreciationAmt
Book Value	$609,354,723	BookValueAmt

Leasehold Improvements LeaseholdImprovementsGrp

Field	Value	IRS element (for citing)
Other Cost Or Other Basis	$23,776,708	OtherCostOrOtherBasisAmt
Depreciation	$19,912,681	DepreciationAmt
Book Value	$3,864,027	BookValueAmt

Equipment EquipmentGrp

Field	Value	IRS element (for citing)
Other Cost Or Other Basis	$774,195,970	OtherCostOrOtherBasisAmt
Depreciation	$619,659,051	DepreciationAmt
Book Value	$154,536,919	BookValueAmt

Other Land Buildings OtherLandBuildingsGrp

Field	Value	IRS element (for citing)
Other Cost Or Other Basis	$158,892,373	OtherCostOrOtherBasisAmt
Depreciation	$58,656,363	DepreciationAmt
Book Value	$100,236,010	BookValueAmt

Field	Value	IRS element (for citing)
Total Book Value Land Buildings	$894,365,490	TotalBookValueLandBuildingsAmt

Other Securities OtherSecuritiesGrp (5 entries)

DescDesc	Method ValuationMethodValuationCd	Book ValueBookValueAmt
Other Securities	C
Hedge Fund		$265,441,092
Private Capital		$76,533,573
Fixed Income Fund		$68,592,460
Equity Fund		$147,488,883

Field	Value	IRS element (for citing)
Total Book Value Securities	$558,056,008	TotalBookValueSecuritiesAmt

Other Liabilities Org OtherLiabilitiesOrgGrp (17 entries)

DescDesc	AmtAmt
Other LT Liabilities	$10,331,690
Work Comp Reserve	$46,602,383
Intercompany Payable	$31,498,481
Derivative Financial Instruments	$18,319,119
Insurance Sub Claims Reserve	$17,039,304
Post Retirement Benefits	$5,821,715
Deferred Rent	$1,973,652
Current maturities of long-term debt	$29,291,614
CAPITAL LEASES - LT PORTION	$50,825,722
Deferred Revenue	$26,681,911
Unclaimed Property Payable	$14,504
LEASE EXPENSE CLEARING ASC842	$336,810
ST LEASE LIABILITY - OPERATING	$6,447,682
LT LEASE LIABILITY - OPERATING	$29,426,318
457(B) Pension	$49,657,480
457(F) Pension	$6,029,014
Naming Rights	$5,330,842

Field	Value	IRS element (for citing)
Total Liability	$335,628,241	TotalLiabilityAmt
Footnote Text	Yes (X)	FootnoteTextInd

Supplemental Information Detail SupplementalInformationDetail (2 entries)

Form And Line ReferenceFormAndLineReferenceDesc

ExplanationExplanationTxt

Schedule D, Part V, Line 4 Intended uses of endowment funds

ENDOWMENT FUNDS ARE HELD BY AND AWARDED THROUGH THE FAIRVIEW FOUNDATION, A RELATED ORGANIZATION. THE ENDOWMENT FUNDS INCLUDE DONOR-RESTRICTED FUNDS. SOME OF THE ENDOWMENT FUNDS PURPOSES ARE PROGRAM SERVICES, EDUCATION, SCHOLARSHIPS, CAPITAL EXPENDITURES, EQUIPMENT, SUPPLIES, RESEARCH AND SPIRITUAL CARE. THE FOUNDATION INTENDS TO USE THEIR ENDOWMENT FUNDS IN THE MANNER FOR WHICH THEY WERE RESTRICTED.

Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote

Fairview recognizes all tax positions, including those positions in a previously filed tax return or a position expected to be taken in a future tax filing that is reflected in measuring current or deferred income tax assets and liabilities, when it is more likely than not (likelihood of greater than 50%) that, based on technical merits, the position will be sustained upon examination. There are $8,400,000 and $14,450,000 uncertain tax positions recorded on the consolidated balance sheets as of December 31, 2022 and 2021, respectively. Fairview has made reasonable estimates of the provision for income taxes and on existing deferred tax balances based on accounting guidance included in ASC 740, Income Taxes. Fairview does not expect that there will be a significant change in the total amount of unrecognized tax benefits within the next 12 months.

Schedule F IRS990ScheduleF

Account Activities Outside US AccountActivitiesOutsideUSGrp (4 entries)

RegionRegionTxt	EmployeeEmployeeCnt	Type Of Activities ConductedTypeOfActivitiesConductedTxt	Specific Services ProvidedSpecificServicesProvidedTxt	Region Total ExpendituresRegionTotalExpendituresAmt
Central America and the Caribbean	1	Program Services	Self Insurance	$15,202,381
Central America and the Caribbean	0	Investments		$213,709,006
North America (Canada & Mexico only)	0	Investments		$34,631,147
Europe (Including Iceland and Greenland)	0	Investments		$73,422,252

Field	Value	IRS element (for citing)
Subtotal Offices	0	SubtotalOfficesCnt
Subtotal Employees	1	SubtotalEmployeesCnt
Continuation Total Office	0	ContinuationTotalOfficeCnt
Continuation Total Employee	0	ContinuationTotalEmployeeCnt
Total Office	0	TotalOfficeCnt
Total Employee	1	TotalEmployeeCnt
Subtotal Spent	$336,964,786	SubtotalSpentAmt
Continuation Spent	$0	ContinuationSpentAmt
Total Spent	$336,964,786	TotalSpentAmt
Transfer To Foreign Corp	Yes (true)	TransferToForeignCorpInd
Interest In Foreign Trust	false	InterestInForeignTrustInd
Foreign Corp Ownership	Yes (true)	ForeignCorpOwnershipInd
Passive Foreign Investmest Co	false	PassiveForeignInvestmestCoInd
Foreign Partnership	Yes (true)	ForeignPartnershipInd
Boycott Countries	false	BoycottCountriesInd

Supplemental Information Detail SupplementalInformationDetail

Field	Value	IRS element (for citing)
Form And Line Reference	Schedule F, Part I, Line 3 Method used to account for expenditures on org's financial statements	FormAndLineReferenceDesc
Explanation	CENTRAL AMERICA AND THE CARIBBEAN-Accrual; EUROPE (INCLUDING ICELAND AND GREENLAND)-Accrual; NORTH AMERICA (CANADA & MEXICO ONLY)-Accrual	ExplanationTxt

Schedule H IRS990ScheduleH

Field	Value	IRS element (for citing)
Financial Assistance Policy	Yes (true)	FinancialAssistancePolicyInd
Written Policy	Yes (true)	WrittenPolicyInd
All Hospitals Policy	Yes (X)	AllHospitalsPolicyInd
FPG Reference Free Care	Yes (true)	FPGReferenceFreeCareInd
Percent200	Yes (X)	Percent200Ind
FPG Reference Discounted Care	Yes (true)	FPGReferenceDiscountedCareInd
Percent300	Yes (X)	Percent300Ind
Free Care Medically Indigent	Yes (true)	FreeCareMedicallyIndigentInd
Financial Assistance Budget	Yes (true)	FinancialAssistanceBudgetInd
Expenses Exceed Budget	Yes (true)	ExpensesExceedBudgetInd
Unable To Provide Care	false	UnableToProvideCareInd
Annual Community Bnft Report	Yes (true)	AnnualCommunityBnftReportInd
Report Publically Available	Yes (true)	ReportPublicallyAvailableInd

Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$30,005,416	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$9,295,894	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$20,709,522	NetCommunityBenefitExpnsAmt
Total Expense	0.0049	TotalExpensePct

Unreimbursed Medicaid UnreimbursedMedicaidGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$624,659,107	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$423,276,551	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$201,382,556	NetCommunityBenefitExpnsAmt
Total Expense	0.0481	TotalExpensePct

Unreimbursed Costs UnreimbursedCostsGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Total Financial Assistance Typ TotalFinancialAssistanceTyp

Field	Value	IRS element (for citing)
Activities Or Programs	0	ActivitiesOrProgramsCnt
Persons Served	0	PersonsServedCnt
Total Community Benefit Expns	$654,664,523	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$432,572,445	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$222,092,078	NetCommunityBenefitExpnsAmt
Total Expense	0.0530	TotalExpensePct

Community Health Services CommunityHealthServicesGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$7,255,849	TotalCommunityBenefitExpnsAmt
Net Community Benefit Expns	$7,255,849	NetCommunityBenefitExpnsAmt
Total Expense	0.0017	TotalExpensePct

Health Professions Education HealthProfessionsEducationGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$119,139,499	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$19,187,250	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$99,952,249	NetCommunityBenefitExpnsAmt
Total Expense	0.0239	TotalExpensePct

Subsidized Health Services SubsidizedHealthServicesGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$83,356,228	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$69,310,317	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$14,045,911	NetCommunityBenefitExpnsAmt
Total Expense	0.0034	TotalExpensePct

Research ResearchGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$4,536,448	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$1,404,275	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$3,132,173	NetCommunityBenefitExpnsAmt
Total Expense	0.0007	TotalExpensePct

Cash And In Kind Contributions CashAndInKindContributionsGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$282,763	TotalCommunityBenefitExpnsAmt
Net Community Benefit Expns	$282,763	NetCommunityBenefitExpnsAmt
Total Expense	0.0001	TotalExpensePct

Total Other Benefits TotalOtherBenefitsGrp

Field	Value	IRS element (for citing)
Activities Or Programs	0	ActivitiesOrProgramsCnt
Persons Served	0	PersonsServedCnt
Total Community Benefit Expns	$214,570,787	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$89,901,842	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$124,668,945	NetCommunityBenefitExpnsAmt
Total Expense	0.0298	TotalExpensePct

Total Community Benefits TotalCommunityBenefitsGrp

Field	Value	IRS element (for citing)
Activities Or Programs	0	ActivitiesOrProgramsCnt
Persons Served	0	PersonsServedCnt
Total Community Benefit Expns	$869,235,310	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$522,474,287	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$346,761,023	NetCommunityBenefitExpnsAmt
Total Expense	0.0828	TotalExpensePct

Physical Imprv And Housing PhysicalImprvAndHousingGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Economic Development EconomicDevelopmentGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Community Support CommunitySupportGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Environmental Improvements EnvironmentalImprovementsGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Leadership Development LeadershipDevelopmentGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Coalition Building CoalitionBuildingGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Health Improvement Advocacy HealthImprovementAdvocacyGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Workforce Development WorkforceDevelopmentGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Other Communtity Building Acty OtherCommuntityBuildingActyGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Total Communtity Building Acty TotalCommuntityBuildingActyGrp

Field	Value	IRS element (for citing)
Activities Or Programs	0	ActivitiesOrProgramsCnt
Persons Served	0	PersonsServedCnt
Total Community Benefit Expns	$0	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$0	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Field	Value	IRS element (for citing)
Bad Debt Expense Reported	Yes (true)	BadDebtExpenseReportedInd
Bad Debt Expense	$20,706,717	BadDebtExpenseAmt
Bad Debt Expense Attributable	$414,134	BadDebtExpenseAttributableAmt
Reimbursed By Medicare	$878,314,842	ReimbursedByMedicareAmt
Cost Of Care Reimbursed By Medcr	$1,145,138,496	CostOfCareReimbursedByMedcrAmt
Medicare Surplus Or Shortfall	-$266,823,654	MedicareSurplusOrShortfallAmt

Costing Methodology Used CostingMethodologyUsedGrp

Field	Value	IRS element (for citing)
Cost To Charge Ratio	Yes (X)	CostToChargeRatioInd

Field	Value	IRS element (for citing)
Written Debt Collection Policy	Yes (true)	WrittenDebtCollectionPolicyInd
Financial Assistance Prvsn	Yes (true)	FinancialAssistancePrvsnInd
Hospital Facilities	5	HospitalFacilitiesCnt

Hospital Facilities HospitalFacilitiesGrp (5 entries)

FacilityFacilityNum	Address Line1USAddress/AddressLine1Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	Website AddressWebsiteAddressTxt	State LicenseStateLicenseNum	Licensed HospitalLicensedHospitalInd	General Medical And SurgicalGeneralMedicalAndSurgicalInd	Childrens HospitalChildrensHospitalInd	Teaching HospitalTeachingHospitalInd	Research FacilityResearchFacilityInd	Emergency Room24 HrsEmergencyRoom24HrsInd
University of Minnesota Medical Center
1	2450 Riverside Avenue	Minneapolis	MN	554541450	https://www.mhealthfairview.org/	406106	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)
Fairview Southdale Hospital
2	6401 France Avenue S	Edina	MN	554352104	https://www.mhealthfairview.org/	406101	Yes (X)	Yes (X)				Yes (X)
Fairview Ridges Hospital
3	201 E Nicollet Blvd	Burnsville	MN	553375714	https://www.mhealthfairview.org/	406103	Yes (X)	Yes (X)				Yes (X)
Fairview Lakes Regional Medical Ctr
4	5200 Fairview Blvd	Wyoming	MN	550928013	https://www.mhealthfairview.org/	406104	Yes (X)	Yes (X)				Yes (X)
Fairview Northland Regional Hosp
5	911 Northland Dr	Princeton	MN	553712172	https://www.mhealthfairview.org/	406378	Yes (X)	Yes (X)				Yes (X)

Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (5 entries)

FacilityFacilityNum	First Licensed CY Or PYFirstLicensedCYOrPYInd	Tax Exempt Hospital CY Or PYTaxExemptHospitalCYOrPYInd	CHNA ConductedCHNAConductedInd	Community DefinitionCommunityDefinitionInd	Community DemographicsCommunityDemographicsInd	Existing ResourcesExistingResourcesInd	How Data ObtainedHowDataObtainedInd	Community Health NeedsCommunityHealthNeedsInd	Other Health IssuesOtherHealthIssuesInd	Community Hlth Needs Id ProcessCommunityHlthNeedsIdProcessInd	Consulting ProcessConsultingProcessInd	Prior CHNA ImpactPriorCHNAImpactInd	CHNA ConductedCHNAConductedYr	Take Into Account Others InputTakeIntoAccountOthersInputInd	CHNA Conducted With Other FcltsCHNAConductedWithOtherFcltsInd	CHNA Conducted With Non FcltsCHNAConductedWithNonFcltsInd	CHNA Report Widely AvailableCHNAReportWidelyAvailableInd	Rpt Available On Own WebsiteRptAvailableOnOwnWebsiteInd	Own Website URLOwnWebsiteURLTxt	Paper Copy Public InspectionPaperCopyPublicInspectionInd	Rpt Available Thru Other MethodRptAvailableThruOtherMethodInd	Implementation Strategy AdoptImplementationStrategyAdoptInd	Implementation Strategy AdptImplementationStrategyAdptYr	Strategy Posted WebsiteStrategyPostedWebsiteInd	Strategy Website URLStrategyWebsiteURLTxt	Organization Incur Excise TaxOrganizationIncurExciseTaxInd	Elig Criteria ExplainedEligCriteriaExplainedInd	FPG Family Incm Lmt Free DscntFPGFamilyIncmLmtFreeDscntInd	FPG Family Incm Lmt Free CareFPGFamilyIncmLmtFreeCarePct	FPG Family Incm Lmt Dscnt CareFPGFamilyIncmLmtDscntCarePct	Income Level CriteriaIncomeLevelCriteriaInd	Asset Level CriteriaAssetLevelCriteriaInd	Medical Indigency CriteriaMedicalIndigencyCriteriaInd	Insurance Status CriteriaInsuranceStatusCriteriaInd	Underinsurance Stat CriteriaUnderinsuranceStatCriteriaInd	Residency CriteriaResidencyCriteriaInd	Explained BasisExplainedBasisInd	App Financial Asst ExplnAppFinancialAsstExplnInd	Described InfoDescribedInfoInd	Described Suprt DocDescribedSuprtDocInd	Provided Hospital ContactProvidedHospitalContactInd	Provided Nonprofit ContactProvidedNonprofitContactInd	Includes Publicity MeasuresIncludesPublicityMeasuresInd	FAP Available On WebsiteFAPAvailableOnWebsiteInd	FAP Available On Website URLFAPAvailableOnWebsiteURLTxt	FAP App Available On WebsiteFAPAppAvailableOnWebsiteInd	FAP App Available On Website URLFAPAppAvailableOnWebsiteURLTxt	FAP Summary On WebsiteFAPSummaryOnWebsiteInd	FAP Summary On Website URLFAPSummaryOnWebsiteURLTxt	FAP Avlbl On Request No ChargeFAPAvlblOnRequestNoChargeInd	FAP App Avlbl On Request No ChrgFAPAppAvlblOnRequestNoChrgInd	FAP Sum Avlbl On Request No ChrgFAPSumAvlblOnRequestNoChrgInd	Notified FAP Copy Bill DisplayNotifiedFAPCopyBillDisplayInd	Communtity Notified FAPCommuntityNotifiedFAPInd	FAP TranslatedFAPTranslatedInd	Other PublicityOtherPublicityInd	FAP Actions On NonpaymentFAPActionsOnNonpaymentInd	Permit No ActionsPermitNoActionsInd	Collection ActivitiesCollectionActivitiesInd	Provided Written NoticeProvidedWrittenNoticeInd	Made Effort Orally NotifyMadeEffortOrallyNotifyInd	Processed FAP ApplicationProcessedFAPApplicationInd	Made Presumptive Elig DetermMadePresumptiveEligDetermInd	Nondis Emergency Care PolicyNondisEmergencyCarePolicyInd	Look Back Medicare PrivateLookBackMedicarePrivateInd	Amounts Generally BilledAmountsGenerallyBilledInd	Gross ChargesGrossChargesInd
University of Minnesota Medical Center
1	false	false	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	21	Yes (true)	false	false	Yes (true)	Yes (X)	https://www.fairview.org/our-community-commitment/local-health-needs	Yes (X)	Yes (X)	Yes (true)	22	Yes (true)	https://www.fairview.org/our-community-commitment/local-health-needs	false	Yes (true)	Yes (X)	200.0	300.0	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	https://www.fairview.org/billing/financial-assistance	Yes (X)	http://www.fvfiles.com/2266.pdf	Yes (X)	https://www.fairview.org/billing/financial-assistance	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	false
Fairview Southdale Hospital
2	false	false	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	21	Yes (true)	false	false	Yes (true)	Yes (X)	https://www.fairview.org/our-community-commitment/local-health-needs	Yes (X)	Yes (X)	Yes (true)	22	Yes (true)	https://www.fairview.org/our-community-commitment/local-health-needs	false	Yes (true)	Yes (X)	200.0	300.0	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	https://www.fairview.org/billing/financial-assistance	Yes (X)	http://www.fvfiles.com/2266.pdf	Yes (X)	https://www.fairview.org/billing/financial-assistance	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	false
Fairview Ridges Hospital
3	false	false	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	21	Yes (true)	false	false	Yes (true)	Yes (X)	https://www.fairview.org/our-community-commitment/local-health-needs	Yes (X)	Yes (X)	Yes (true)	22	Yes (true)	https://www.fairview.org/our-community-commitment/local-health-needs	false	Yes (true)	Yes (X)	200.0	300.0	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	https://www.fairview.org/billing/financial-assistance	Yes (X)	http://www.fvfiles.com/2266.pdf	Yes (X)	https://www.fairview.org/billing/financial-assistance	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	false
Fairview Lakes Regional Medical Ctr
4	false	false	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	21	Yes (true)	false	false	Yes (true)	Yes (X)	https://www.fairview.org/our-community-commitment/local-health-needs	Yes (X)	Yes (X)	Yes (true)	22	Yes (true)	https://www.fairview.org/our-community-commitment/local-health-needs	false	Yes (true)	Yes (X)	200.0	300.0	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	https://www.fairview.org/billing/financial-assistance	Yes (X)	http://www.fvfiles.com/2266.pdf	Yes (X)	https://www.fairview.org/billing/financial-assistance	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	false
Fairview Northland Regional Hosp
5	false	false	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	21	Yes (true)	false	false	Yes (true)	Yes (X)	https://www.fairview.org/our-community-commitment/local-health-needs	Yes (X)	Yes (X)	Yes (true)	22	Yes (true)	https://www.fairview.org/our-community-commitment/local-health-needs	false	Yes (true)	Yes (X)	200.0	300.0	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	https://www.fairview.org/billing/financial-assistance	Yes (X)	http://www.fvfiles.com/2266.pdf	Yes (X)	https://www.fairview.org/billing/financial-assistance	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	false

Supplemental Information SupplementalInformationGrp (51 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Schedule H, Part V, Section B, Line 3E	Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - University of Minnesota Medical Center. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - University of Minnesota Medical Center. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enable us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. University of Minnesota Medical Center (the medical center) and Masonic Children's Hospital (the children's hospital) has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. In 2022, the charter was reviewed and updated, and the membership is being evaluated to assure diverse representation and in particular membership from the two identified priority populations. The process also included discussions with our community advisory council, the listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Bringing together both the qualitative and quantitative data we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The medical center and the children's hospital identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. 1. Navigating and accessing care and resources. 2. Healing, connectedness, and mental health. 3. Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the University of Minnesota Medical Center and Masonic Children's Hospital CHNA Implementation Strategy Report (2022-2024). We also identified two priority populations, across the lifespan, rural to urban, racial or ethnic populations experiencing health disparities and people experiencing poverty. In 2022, we created brief explainer video on our CHNA process in five languages: English, Spanish, Somali, Hmong, and Karen, to increase accessibility and awareness of our process. To view these videos, please visit the following link: https://www.fairview.org/our-community-commitment/local-health-needs For more details about our priority needs and the priority populations as they relate to the medical center and the children's hospital, please see the University of Minnesota Medical Center and Masonic Children's Hospital 2021 Community Health Needs Assessments located at: https://www.fairview.org/our-community-commitment/local-health-needs Development of 2022-2024 CHNA Implementation Strategies Over the past 10 years of responding to our communities' biggest needs we have learned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers work collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 10-year vision of increased community health equity and a set of three strategies which will help to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between the medical center and the children's hospital CHNA implementation strategies, anticipated impacts, objectives, and key responses. University of Minnesota Medical Center and Masonic Children's Hospital Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/our-community-commitment/local-health-needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. We are currently in the process of standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" is a Health Initiative to address food insecurity and hunger, for all Fairview patients and community members. 2) " Housing is Health" supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves.
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - University of Minnesota Medical Center. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. The medical center and the children's hospital has an annual action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the University of Minnesota Medical Center Community Advisory Committee, the Board of Directors, and is publicly available on the website: https://www.fairview.org/our-community-commitment/local-health-needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and satisfying participants. These measures are monitored and reviewed quarterly. A subset of established programs and initiatives are set up and supported for deeper evaluation. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs we talk about here we are reporting out our reach or outputs through counts on a variety of levels. We offer a variety of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. University of Minnesota Medical Center 2022 Implementation Strategy Progress Highlights. The following highlights of our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the medical center and the children's hospital's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs The primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive Institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs.
Schedule H, Part V, Section B, Line 11 Facility , 3	Facility , 3 - University of Minnesota Medical Center. Priority Need: Navigating and accessing care and resources. University of Minnesota Medical Center has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, the medical center and the children's hospital Action Plan programs we work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Fairview's Minnesota Immunization Initiative (MINI), a multi-sector, community collaboration, provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2022, The team hosted 647 vaccination clinics. There were 17,260 free COVID-19 vaccine doses and 9,138 free flu shots administered. Of those participants who shared their identity, 91.2% of people who received a COVID-19 vaccine identified as a person of color and 55.5% indicated a language other than English as their preferred language. In the medical center and the children's hospital community specifically, there were 330 MINI clinics at which 8,421 COVID-19 shots were administered and 2,683 flu shots. Additionally, in 2022 across the system, the community clinical care team provided blood pressure, and oral health services at 39 events, including 22 in the medical center and children's hospital community. The Fairview Community Health and Wellness Hub (The Hub) opened in 2022. The hub is a first-of-its-kind center that will address health disparities while providing a range of critical healthcare services and community resources alongside trusted local partners. The Hub provides a variety of services to the community - from primary and mental healthcare to enrichment options for seniors, food access programs, and community gathering spaces. We are bringing our own services together with local organizations to make it easier for people to access what they need to be well. In 2022 there were 26 community events hosted at The Hub, a local artist was commission to paint a mural in the Hub to reflect the communities we serve. Additionally monthly Hub partnership coordination meetings were established to ensure ongoing partnership and collaboration between organizations located at The Hub. The Cultural Broker program was co-developed in 2016 in partnership with Fairview's East Side Health and Wellbeing Collaborative. Cultural Brokers help bridge cultural gaps by translating and supporting people as they navigate schools, healthcare, and other mainstream systems to ultimately build self-sufficiency. The Cultural Brokers belong to the communities they serve, so they can more easily build trust and can have a greater impact on the communities' health. The program comprises six Cultural Brokers, who are Fairview employees, located at five respective partner organizations representing different cultural communities: African American, American Indian, Hispanic/Latino, Hmong, and Karen. Based a one-month follow-up feedback survey, 98% of the Cultural Broker clients say they strongly agree or agree that working with the cultural broker has decreased their stress, additionally there was an increase in those that reported feeling connected to others in the community and confidence in accessing services themselves. In 2022 the Cultural Broker program expanded to the medical center and the children's hospital community by adding an additional Cultural Broker to serve the Hispanic/Latino community that is housed in the CLUES Minneapolis location. From May through the end of the year, the new Cultural Broker served 138 clients. Health Commons is a drop-in health and wellness center that began in 2011. It is dedicated to serving those in both the Harrison/North Minneapolis and Cedar-Riverside neighborhoods. Both locations are in Minneapolis and serve highly diverse communities with residents identifying as African American, Asian, Somali, Oromo, and Korean. It is a Fairview-led program supported in collaboration with other community organizations. The mission of Health Commons is to provide services based on respect, relationship building, hospitality, and collaboration; connecting health and hope for the community to live healthier lives. Services include drop-in hours where a nurse or doctor is available for a one-on-one consultation, massage, aromatherapy, and healthy living classes on topics such as nutrition, exercise, chronic disease, emotional health, physical activity classes such as Zumba and yoga, food distributions and supply giveaways. The services are free of charge and open to everyone. Based on a 2022 sample survey of the Cedar Riverside location, most (62.9%) participants have been attending Health Commons for 8+ years, almost all are publicly insured (95.2%) and most participants are aged 45-74 (62.9%). Overall participants have a positive impact of the program, 96.7% agree or strongly agree they are more connected to resources because of Health Commons and 95.2% say they are making positive changes toward a healthier lifestyle because of Health Commons. In 2022, in the medical center and the children's hospital community, there were 4,625 visits to the combined Health Commons locations. For more information about the action plan programs that are addressing the priority need Navigating and Accessing Care and Resources please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs
Schedule H, Part V, Section B, Line 11 Facility , 4	Facility , 4 - University of Minnesota Medical Center. Priority Need: Addressing Structural Racism and Barriers to Equity. University of Minnesota Medical Center and Masonic Children's Hospital as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events and education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview system highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards transforming the food system into something just, equitable and sustainable. The initiative supports people at all stages of the food system. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options and reducing food insecurity manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of these programs are available to patients in 31+ clinics across the health system. One of the Food is Medicine initiative programmatic responses is Veggie Rx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, and Women's Environmental Institute) via a Community Support Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2022, 12 clinics participated in Veggie Rx across Fairview hospital and medical center communities. Almost half (42.3%) of program participants identified as Asian, 16.0% as Black and 3.8% as Hispanic/Latino. While just over half speak English as a preferred language, 14.7% speak primarily Hmong, 16.7% Karen and 2.6% Spanish. Most participants had public insurance (79.2%) or were uninsured (1.3%) and 44.2% received federal food benefits (Supplemental Nutrition Assistance Program - SNAP, WIC, EBT). Additionally, a shelf stable immediate need food resource option, MATTERBoxes, was available in the medical center and the children's hospital community. In 2022 there were 50 MATTERBoxes distributed, with each box containing enough food to feed a family of four for three days. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. Housing is Health supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. An example program, Fairview partners with Our Savior's Community Services to provide critical follow-up care and temporary housing for people who are unsheltered after a hospital stay. Patients are referred by the medical center and sheltered at Our Saviors. Additionally, a nurse provides care, and patients receive wrap-around services and social work support. In 2022, 49 patients were provided supports through this program. A preliminary analysis showed, while not statistically significant due to sample size, a decrease in 11% of hospital visits of participants prior to participation in the program and after. Additionally, In October 2022, teams from across the system participated in the annual Build Week with Twin Cities Habitat for Humanity, contributing 365 volunteer hours. Fairview employees worked on a new construction single-family house on St. Paul's East Side. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/our-community-commitment/local-health-needs
Schedule H, Part V, Section B, Line 11 Facility , 5	Facility , 5 - University of Minnesota Medical Center. Priority Need: Healing, connectedness, and mental health. The medical center and the children's hospital through strategy 1 (Addressing the SDoH) as a part of the Community Action Plan that work toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health. In response to the priority need, healing, connectedness and mental health, we are in the early stages of building a social determinants of health initiative, Connection is Cure, which aims to address social isolation, improve community mental health and wellbeing, and build trust, by strengthening the connection between Fairview, its patients, community members, and employees. In September 2022, an Indigenous Land Acknowledgment ceremony honored the past, present, and future while recognizing the work our health system must continue to do to address the health equity issues affecting local communities. This ceremony was the first with additional planned in each hospital and medical center across the system. Additionally, in October 2022, we hosted the Community Impact Summit. This event is an opportunity to connect across our system and highlight community health improvement programs across the state. Additionally, we are responding with a variety of evidence-based programs, as well as trainings and education sessions. Feeding Hope is a series of virtual one-hour learning sessions focused on positive, hopeful topics that support wellbeing in the general community. This series is offered in partnership with all Fairview's hospitals and medicals and is open to anyone across all of Fairview's communities. In 2022, across Fairview hospitals and medical centers there were four sessions held with a combined 650 attendees. Healthy Outcomes from Positive Experiences (H.O.P.E.) training is a 60-90-minute training focused on the science of H.O.P.E and a framework for positive experiences as a mitigating factor in Adverse Childhood Experiences (ACEs) and trauma. In 2022, in the medical center and the children's hospital community. there were six sessions with a total of 230 attendees Mental Health First Aid is an internationally recognized evidence-based program implemented by Fairview that was created and is managed by the National Council for Mental Wellbeing. It is an eight-hour class that introduces participants to risk factors and warning signs of mental illnesses, builds understanding of their impact, and overviews common supports. Program participants were from diverse backgrounds. In 2022, in the medical center and the children's hospital community, there were 4 classes offered with 69 participants attending. Psychological First Aid is an evidence-informed training for all community members and professionals. Trainees will learn how to support healthy recovery in individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2022, in the medical center and the children's hospital community, there were four classes offered with 93 participants attending. Refresh and Reset your Resiliency promotes resiliency skills, offers wellness-care tools for mind, body, and spirit, and encourages the development of a personal plan for self-care. In 2022, in the medical center and the children's hospital community, there was one class offered with 11 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. Whiles strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work better. In order to address our three priority needs and respond to emerging needs we need to have infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. The M Health Fairview Center for Community Health Equity (the center), was launched in August 2022. As a part of the center, we are taking steps to build upon our existing community engagement to creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. We brought together representatives from across the Joint Clinical Enterprise to form an inaugural Center for Community Health Equity Work Group to advise on the approach and infrastructure for community engagement to achieve community health equity. Additionally, we laid the groundwork to develop a Center for Community Health Equity Model of Community Engagement. The model will share our approach to community engagement, community voice, and community partnerships to advance community health equity. The center is also building standard practices for community voice to influence our social determents of health initiatives. For example, as a part of Food is Medicine, in 2022 planning began to pilot hosting community meal conversations in all hospital and medical center communities to ensure that our Food is Medicine approach had a system approach, but also one that responds to local and unique community needs and assets. Enabling community voice, particularly the voices of priority populations, to influence and inform and influence the health system, is integral to strategy 2 (Engagement infrastructure). A few examples of how this was accomplished in 2022 are as follows. M Health Fairview HOPE Commission - healing, opportunity, people, and equity, is a multi-year transformational change effort to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. As a part of HOPE Commission, we hosted four Listening and Learning sessions for patients that speak primarily a language other than English. Sessions were hosted in Karen, Hmong, Spanish and Somali. These sessions were the first of their kind for Fairview, and results included lessons about how to best connect with, listen to and learn from our patents and community members that speak primarily a language other than English. Also in 2022, the Fairview Frontiers research team partnered with the Community Health Equity and Engagement team to identify these common barriers and create new materials and best practices for recruiting and engaging communities traditionally under-represented in research. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our medical center and children's hospital Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In the medical center and children's hospital community, we support and participate in two collaboratives, the Minnesota Food Justice Network and the East Side Health and Well-being Collaborative. These are spaces where we do ongoing listening and relationship building with community partners and community members.
Schedule H, Part V, Section B, Line 11 Facility , 6	Facility , 6 - University of Minnesota Medical Center. Fairview listened to community and responded to an emerging need in 2022 relating to opioid overdose through a partnership with Open Path Resources (OPR). A model of engagement was co-developed, representing the inclusion of community faith leaders early in the process to gain their perspective and early support; this resulted in collaborating with faith leaders for issues/areas sensitive to the community, identified as a high priority issues by community stakeholders, such as substance and Naloxone and centering around faith and beliefs. Due to this work, two Cedar Riverside mosques in-process of becoming Naloxone Access Point sites. Additionally, East African-specific Naloxone administration training curriculum in collaboration with OPR and Steve Rummler Hope Network is being developed. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see the 2022 HOPE Commission Report. The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission A few key achievements of the HOPE Commission in 2022 include 1. Creating new roles and offices to further imbed DEI into daily work 2. New and innovative reporting data infrastructure to better capture information equitably 3. Presented the HOPE Commission model at national conferences to educate and influence other healthcare organizational leaders. Additional successes from 2022 include continued expansion of the Employee Resource Groups (ERG). As of 2022, there are now eight ERGs with participation across our system. The newest ERG is Comunidades Latinas for Engagement, Advancement, and Development (LEAD). Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. In 2022, Fairview signed on to the Healthcare Anchor Network's Impact Workforce Commitment as a further demonstration of our commitment. Supply Chain leaders are developing a comprehensive Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. We have engaged with a BIPOC-led firm to assist in understanding our current spending with minority-/women-owned businesses as well as to implement the program in 2023. In February 2022, the Fairview Board of Directors adopted a new policy to allocate a percentage of the investment portfolio for place-based investing projects. We are currently exploring investment opportunities to deploy these dollars over the next 5 years.
Schedule H, Part V, Section B, Line 11 Facility , 7	Facility , 7 - University of Minnesota Medical Center. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what the University of Minnesota Medical Center and Masonic Children's Hospital resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care.
Schedule H, Part V, Section B, Line 13 Facility , 1	Facility , 1 - University of Minnesota Medical Center. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance.
Schedule H, Part V, Section B, Line 16 Facility , 1	Facility , 1 - University of Minnesota Medical Center. The organization attaches a summary of the policy to billing invoices and also communicates to patients during admission, financial counseling and collection calls that there is a financial assistance program and that an application can be provided to them. A summary of the Financial Assistance Policy is posted in various locations in the hospital.
Schedule H, Part V, Section B, Line 3E	Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - Fairview Southdale Hospital. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - Fairview Southdale Hospital. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enable us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. Fairview Southdale Hospital (Southdale Hospital) has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. In 2022, the charter was reviewed and updated, and the membership is being evaluated to assure diverse representation and in particular membership from the two identified priority populations. The process also included discussions with our community advisory council, the listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Bringing together both the qualitative and quantitative data we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Southdale Hospital identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. 1. Navigating and accessing care and resources. 2. Healing, connectedness, and mental health. 3. Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Southdale Hospital Implementation Strategy Report (2022-2024). We also identified two priority populations, across the lifespan, rural to urban, racial or ethnic populations experiencing health disparities and people experiencing poverty. In 2022, we created brief explainer video on our CHNA process in five languages: English, Spanish, Somali, Hmong, and Karen, to increase accessibility and awareness of our process. To view these videos, please visit the following links: https://www.fairview.org/our-community-commitment/local-health-needs For more details about our priority needs and the priority populations as they relate to Southdale Hospital, please see the Southdale Hospital 2021 Community Health Needs Assessments. https://www.fairview.org/our-community-commitment/local-health-needs Development of 2022-2024 CHNA Implementation Strategies. Over the past 10 years of responding to our communities' biggest needs we have learned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers work collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 10-year vision of increased community health equity and a set of three strategies which will help to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between Southdale Hospital CHNA implementation strategies, anticipated impacts, objectives, and key responses. Southdale Hospital Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/our-community-commitment/local-health-needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. We are currently in the process of standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" is a Health Initiative to address food insecurity and hunger, for all Fairview patients and community members. 2) " Housing is Health" supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves.
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - Fairview Southdale Hospital. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. Southdale Hospital has an annual action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Southdale Hospital Community Advisory Committee, the Board of Directors, and is publicly available on the website: https://www.fairview.org/our-community-commitment/local-health-needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and satisfying participants. These measures are monitored and reviewed quarterly. A subset of established programs and initiatives are set up and supported for deeper evaluation. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs we talk about here we are reporting out our reach or outputs through counts on a variety of levels. We offer a variety of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Southdale Hospital 2022 Implementation Strategy Progress Highlights. The following highlights of our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the Southdale Hospital's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs The primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive Institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs.
Schedule H, Part V, Section B, Line 11 Facility , 3	Facility , 3 - Fairview Southdale Hospital. Priority Need: Navigating and accessing care and resources. Southdale Hospital has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, Southdale Hospital Action Plan programs we work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Fairview's Minnesota Immunization Initiative (MINI), a multi-sector, community collaboration, provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2022, The team hosted 647 vaccination clinics. There were 17,260 free COVID-19 vaccine doses and 9,138 free flu shots administered. Of those participants who shared their identity, 91.2% of people who received a COVID-19 vaccine identified as a person of color and 55.5% indicated a language other than English as their preferred language. In the Southdale Hospital community specifically there were 21 MINI clinics at which 867 COVID-19 shots were administered and 279 flu shots were administered. Additionally, in 2022, across the system, the community clinical care team provided blood pressure, and oral health services at 39 events with two specifically in the Southdale Hospital Community. The Colon Cancer Prevention program provides community education on colon cancer prevention, outreach, and recruitment of uninsured individuals to have colonoscopy procedures. Communities served are identified based on disparate colorectal cancer screening rates compared to the state rate. Education and outreach are provided by a Community Health Worker (CHW) across multiple community locations. CHW assesses people who indicate interest in having a colonoscopy procedure at no cost based on program criteria: Age 45-75 or in a group at higher risk for colon cancer, do not have medical insurance, and live anywhere in Minnesota. In 2022 there were 32 colonoscopies provided to uninsured community members in the Southdale Hospital community. The Culturally Tailored Education and Outreach Program provides health education sessions on a variety of health topics including COIVD-19 vaccines, COIVD-19 virus, colorectal cancer prevention, cancer prevention, diabetes prevention, heart disease prevention, mental health, Alzheimer's disease, heat-related illness, and other health topics. Education provided to the general Latine community. In partnership with community organizations. In 2022 in the Southdale Community, there were three education sessions with 30 people attending. For more information about the action plan programs that are addressing the priority need Navigating and Accessing Care and Resources please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs
Schedule H, Part V, Section B, Line 11 Facility , 4	Facility , 4 - Fairview Southdale Hospital. Priority Need: Addressing Structural Racism and Barriers to Equity. Southdale Hospital as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events and education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview System highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards transforming the food system into something just, equitable and sustainable. The initiative supports people at all stages of the food system. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options and reducing food insecurity manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of these programs are available to patients in 31+ clinics across M Health Fairview. One of the "Food is Medicine" initiative programmatic responses is VeggieRx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, and Women's Environmental Institute) via a Community Support Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2022, 12 clinics participated in VeggieRx across Fairview hospital and medical center communities. Almost half (42.3%) of program participants identified as Asian, 16.0% as Black and 3.8% as Hispanic/Latino. While just over half speak English as a preferred language, 14.7% speak primarily Hmong, 16.7% Karen and 2.6% Spanish. Most participants had public insurance (79.2%) or were uninsured (1.3%) and 44.2% received federal food benefits (Supplemental Nutrition Assistance Program - SNAP, WIC, EBT). Additionally, a shelf stable immediate need food resource option, MATTERBoxes, was available. In 2022 there were 425 MATTERBoxes distributed across the system, with each box containing enough food to feed a family of four for three days. In 2022 in the Southdale Hospital, Food is Medicine staff established connections with clinics to explore offering programs to their patients. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. The Housing is Health initiative supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/our-community-commitment/local-health-needs
Schedule H, Part V, Section B, Line 11 Facility , 5	Facility , 5 - Fairview Southdale Hospital. Priority Need: Healing, connectedness, and mental health. The Southdale Hospital through strategy 1 (Addressing the SDoH) as a part of the Community Action Plan that work toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health. Fairview System highlights. In response to the priority need, healing, connectedness and mental health, we are in the early stages of building a social determinants of health initiative, Connection is Cure, which aims to address social isolation, improve community mental health and wellbeing, and build trust, by strengthening the connection between Fairview, its patients, community members, and employees. In September 2022, an Indigenous Land Acknowledgment ceremony honored the past, present, and future while recognizing the work our health system must continue to do to address the health equity issues affecting local communities. This ceremony was the first with additional planned in each hospital and medical center across the system. Additionally, in October 2022, we hosted the Community Impact Summit. This event is an opportunity to connect across our system and highlight community health improvement programs across the state. The Faith Community Nursing program makes available programs and services to Faith Community Nurses to hold in their congregation. Additionally, $500 mini-grants and provided to Faith community Nurses, as well as resources such as health education materials and resources, and networking opportunities. In 2022 across the system there were 17 mini grants awarded. In the Southdale Hospital Community, 7 mini grants were awarded to a Faith Community Nurse. H.O.P.E (Healthy Outcomes from Positive Experiences) Training is a 60-90-minute training focused on the science of H.O.P.E and a framework for positive experiences as a mitigating factor in Adverse Childhood Experiences (ACEs) and trauma. In 2022, in the Southdale Hospital community, there was one session with a total of 18 attendees. Psychological First Aid is an evidence-informed training for all community members and professionals. Trainees will learn how to support healthy recovery in individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2022 in the Southdale Hospital community there were two classes offered with 63 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. Whiles strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work better. In order to address our three priority needs and respond to emerging needs we need to have infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. The M Health Fairview Center for Community Health Equity (the center), was launched in August 2022. As a part of the center, we are taking steps to build upon our existing community engagement to creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. We brought together representatives from across the Joint Clinical Enterprise to form an inaugural Center for Community Health Equity Work Group to advise on the approach and infrastructure for community engagement to achieve community health equity. Additionally, we laid the groundwork to develop a Center for Community Health Equity Model of Community Engagement. The model will share our approach to community engagement, community voice, and community partnerships to advance community health equity. The center is also building standard practices for community voice to influence our social determents of health initiatives. For example, as a part of Food is Medicine, in 2022 planning began to pilot hosting community meal conversations in all hospital and medical center communities to ensure that our Food is Medicine approach had a system approach, but also one that responds to local and unique community needs and assets. Enabling community voice, particularly the voices of priority populations, to influence and inform and influence the health system, is integral to strategy 2 (Engagement infrastructure). A few examples of how this was accomplished in 2022 are as follows. M Health Fairview HOPE Commission - healing, opportunity, people, and equity, is a multi-year transformational change effort to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. As a part of HOPE Commission, we hosted four Listening and Learning sessions for patients that speak primarily a language other than English. Sessions were hosted in Karen, Hmong, Spanish and Somali. These sessions were the first of their kind for Fairview, and results included lessons about how to best connect with, listen to and learn from our patents and community members that speak primarily a language other than English. Also in 2022, the Fairview Frontiers research team partnered with the Community Health Equity and Engagement team to identify these common barriers and create new materials and best practices for recruiting and engaging communities traditionally under-represented in research. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our Southdale Hospital Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In Southdale Hospital's community, we support and participate in collaboratives such as Metro Food Justice Network and the Interfaith Health Collaborative. These are spaces where we do ongoing listening and relationship building with community partners and community members.
Schedule H, Part V, Section B, Line 11 Facility , 6	Facility , 6 - Fairview Southdale Hospital. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see the 2022 HOPE Commission Report. The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission A few key achievements of the HOPE Commission in 2022 include 1. Creating new roles and offices to further imbed DEI into daily work 2. New and innovative reporting data infrastructure to better capture information equitably 3. Presented the HOPE Commission model at national conferences to educate and influence other healthcare organizational leaders. Additional successes from 2022 include continued expansion of the Employee Resource Groups (ERG). As of 2022, there are now eight ERGs with participation across our system. The newest ERG is Comunidades Latinas for Engagement, Advancement, and Development (LEAD). Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. In 2022, Fairview signed on to the Healthcare Anchor Network's Impact Workforce Commitment as a further demonstration of our commitment. Supply Chain leaders are developing a comprehensive Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. We have engaged with a BIPOC-led firm to assist in understanding our current spending with minority-/women-owned businesses as well as to implement the program in 2023. In February 2022, the Fairview Board of Directors adopted a new policy to allocate a percentage of the investment portfolio for place-based investing projects. We are currently exploring investment opportunities to deploy these dollars over the next 5 years. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what Southdale Hospital resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care.
Schedule H, Part V, Section B, Line 13 Facility , 1	Facility , 1 - Fairview Southdale Hospital. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance.
Schedule H, Part V, Section B, Line 16 Facility , 1	Facility , 1 - Fairview Southdale Hospital. A summary of the Financial Assistance Policy is posted in various locations in the hospital.
Schedule H, Part V, Section B, Line 3E	Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - Fairview Ridges Hospital. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - Fairview Ridges Hospital. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enable us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. Fairview Ridges Hospital (Ridges Hospital) has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. In 2022, the charter was reviewed and updated, and the membership is being evaluated to assure diverse representation and in particular membership from the two identified priority populations. The process also included discussions with our community advisory council, the listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Bringing together both the qualitative and quantitative data we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Ridges Hospital identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. 1. Navigating and accessing care and resources. 2. Healing, connectedness, and mental health. 3. Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Ridges Hospital Implementation Strategy Report (2022-2024). We also identified two priority populations, across the lifespan, rural to urban, racial or ethnic populations experiencing health disparities and people experiencing poverty. In 2022, we created brief explainer video on our CHNA process in five languages: English, Spanish, Somali, Hmong, and Karen, to increase accessibility and awareness of our process. To view these videos, please visit the following link: https://www.fairview.org/our-community-commitment/local-health-needs For more details about our priority needs and the priority populations as they relate to Ridges Hospital, please see the Ridges Hospital 2021 Community Health Needs Assessments. https://www.fairview.org/our-community-commitment/local-health-needs Development of 2022-2024 CHNA Implementation Strategies. Over the past 10 years of responding to our communities' biggest needs we have learned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers work collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 10-year vision of increased community health equity and a set of three strategies which will help to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between Ridges Hospital CHNA implementation strategies, anticipated impacts, objectives, and key responses. Ridges Hospital Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/our-community-commitment/local-health-needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. We are currently in the process of standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" is a Health Initiative to address food insecurity and hunger, for all Fairview patients and community members. 2) " Housing is Health" supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves.
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - Fairview Ridges Hospital. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. Ridges Hospital has an annual action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Ridges Hospital Community Advisory Committee, the Board of Directors, and is publicly available on the website: https://www.fairview.org/our-community-commitment/local-health-needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and satisfying participants. These measures are monitored and reviewed quarterly. A subset of established programs and initiatives are set up and supported for deeper evaluation. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs we talk about here we are reporting out our reach or outputs through counts on a variety of levels. We offer a variety of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Ridges Hospital 2022 Implementation Strategy Progress Highlights. The following highlights of our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the Ridges Hospital's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs The primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive Institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs.
Schedule H, Part V, Section B, Line 11 Facility , 3	Facility , 3 - Fairview Ridges Hospital. Priority Need: Navigating and accessing care and resources. Ridges Hospital has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, Ridges Hospital Action Plan programs we work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Fairview's Minnesota Immunization Initiative (MINI), a multi-sector, community collaboration, provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2022, The team hosted 647 vaccination clinics. There were 17,260 free COVID-19 vaccine doses and 9,138 free flu shots administered. Of those participants who shared their identity, 91.2% of people who received a COVID-19 vaccine identified as a person of color and 55.5% indicated a language other than English as their preferred language. In the Ridges Hospital community specifically, there were three MINI clinics at which 101 COVID-19 shots were administered and 231 flu shots. Additionally, in 2022, across the system, the community clinical care team provided blood pressure, and oral health services at 39 events including one in the Ridges Hospital community. To fill the large gap in clinic support in Apple Valley and Burnsville, Fairview partners with St. Mary's Health clinics to provide clinical services to uninsured community members. St. Mary's Health Clinic patients have no Insurance, are ineligible for health insurance and live with in 200-250% of Federal Poverty Guidelines. Almost all patients (98%) served identified has Hispanic/Latinx. In 2022, frequent diagnoses include management of hypertension, pre diabetes, diabetes. Between April, when they opened and the end of the year there were 155 unique patients served with a total of 408 clinic visits. The Colon Cancer Prevention Program provides community education on colon cancer prevention, outreach, and recruitment of uninsured individuals to have colonoscopy procedures. Communities served are identified based on disparate colorectal cancer screening rates compared to the state rate. Education and outreach are provided by a Community Health Worker (CHW) across multiple community locations. CHW assesses people who indicate interest in having a colonoscopy procedure at no cost based on program criteria: Age 45-75 or in a group at higher risk for colon cancer, do not have medical insurance, and live anywhere in Minnesota. In 2022, there were 19 colonoscopies completed in Ridges Hospital community. For more information about the action plan programs that are addressing the priority need Navigating and Accessing Care and Resources please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs
Schedule H, Part V, Section B, Line 11 Facility , 4	Facility , 4 - Fairview Ridges Hospital. Priority Need: Addressing Structural Racism and Barriers to Equity. Ridges Hospital as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events and education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview System highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards transforming the food system into something just, equitable and sustainable. The initiative supports people at all stages of the food system. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options and reducing food insecurity manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of these programs are available to patients in 31+ clinics across M Health Fairview. One of the "Food is Medicine" initiative programmatic responses is VeggieRx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, and Women's Environmental Institute) via a Community Support Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2022, 12 clinics participated in VeggieRx across Fairview hospital and medical center communities. Almost half (42.3%) of program participants identified as Asian, 16.0% as Black and 3.8% as Hispanic/Latino. While just over half speak English as a preferred language, 14.7% speak primarily Hmong, 16.7% Karen and 2.6% Spanish. Most participants had public insurance (79.2%) or were uninsured (1.3%) and 44.2% received federal food benefits (Supplemental Nutrition Assistance Program - SNAP, WIC, EBT). In 2022 the Ridges Hospital Community, there was one clinic participating in Veggie Rx and Food Rx with 25 people enrolled. Additionally, a shelf stable immediate need food resource option, MATTERBoxes, was available in the UMMC and children's hospital community. In 2022 there were 70 MATTERBoxes distributed in the Ridges Hospital Community, with each box containing enough food to feed a family of four for three days. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. The Housing is Health initiative supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/our-community-commitment/local-health-needs
Schedule H, Part V, Section B, Line 11 Facility , 5	Facility , 5 - Fairview Ridges Hospital. Priority Need: Healing, connectedness, and mental health. The Ridges Hospital through strategy 1 (Addressing the SDoH) as a part of the Community Action Plan that work toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health. Fairview System highlights. In response to the priority need, healing, connectedness and mental health, we are in the early stages of building a social determinants of health initiative, Connection is Cure, which aims to address social isolation, improve community mental health and wellbeing, and build trust, by strengthening the connection between Fairview, its patients, community members, and employees. In September 2022, an Indigenous Land Acknowledgment ceremony honored the past, present, and future while recognizing the work our health system must continue to do to address the health equity issues affecting local communities. This ceremony was the first with additional planned in each hospital and medical center across the system. Additionally, in October 2022, we hosted the Community Impact Summit. This event is an opportunity to connect across our system and highlight community health improvement programs across the state. The Faith Community Nursing program makes available programs and services to Faith Community Nurses to hold in their congregation. Additionally, $500 mini-grants and provided to Faith community Nurses, as well as resources such as health education materials and resources, and networking opportunities. In 2022 across the system there were 17 mini grants awarded. In the Ridges Hospital Community, one mini grant was awarded to a Faith Community Nurse. Psychological First Aid is an evidence-informed training for all community members and professionals. Trainees will learn how to support healthy recovery in individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2022 in the Ridges Hospital community there were two classes offered, one of which was held in Spanish, with 24 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. Whiles strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work better. In order to address our three priority needs and respond to emerging needs we need to have infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. The M Health Fairview Center for Community Health Equity (the center), was launched in August 2022. As a part of the center, we are taking steps to build upon our existing community engagement to creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. We brought together representatives from across the Joint Clinical Enterprise to form an inaugural Center for Community Health Equity Work Group to advise on the approach and infrastructure for community engagement to achieve community health equity. Additionally, we laid the groundwork to develop a Center for Community Health Equity Model of Community Engagement. The model will share our approach to community engagement, community voice, and community partnerships to advance community health equity. The center is also building standard practices for community voice to influence our social determents of health initiatives. For example, as a part of Food is Medicine, in 2022 planning began to pilot hosting community meal conversations in all hospital and medical center communities to ensure that our Food is Medicine approach had a system approach, but also one that responds to local and unique community needs and assets. Enabling community voice, particularly the voices of priority populations, to influence and inform and influence the health system, is integral to strategy 2 (Engagement infrastructure). A few examples of how this was accomplished in 2022 are as follows. M Health Fairview HOPE Commission - healing, opportunity, people, and equity, is a multi-year transformational change effort to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. As a part of HOPE Commission, we hosted four Listening and Learning sessions for patients that speak primarily a language other than English. Sessions were hosted in Karen, Hmong, Spanish and Somali. These sessions were the first of their kind for Fairview, and results included lessons about how to best connect with, listen to and learn from our patents and community members that speak primarily a language other than English. Also in 2022, the Fairview Frontiers research team partnered with the Community Health Equity and Engagement team to identify these common barriers and create new materials and best practices for recruiting and engaging communities traditionally under-represented in research. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our Ridges Hospital Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In Ridges Hospital's community, we support and participate in collaboratives such as Metro Food Justice Network and the Interfaith Health Collaborative. These are spaces where we do ongoing listening and relationship building with community partners and community members.
Schedule H, Part V, Section B, Line 11 Facility , 6	Facility , 6 - Fairview Ridges Hospital. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see the 2022 HOPE Commission Report. The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission A few key achievements of the HOPE Commission in 2022 include 1. Creating new roles and offices to further imbed DEI into daily work 2. New and innovative reporting data infrastructure to better capture information equitably 3. Presented the HOPE Commission model at national conferences to educate and influence other healthcare organizational leaders. Additional successes from 2022 include continued expansion of the Employee Resource Groups (ERG). As of 2022, there are now eight ERGs with participation across our system. The newest ERG is Comunidades Latinas for Engagement, Advancement, and Development (LEAD). Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. In 2022, Fairview signed on to the Healthcare Anchor Network's Impact Workforce Commitment as a further demonstration of our commitment. Supply Chain leaders are developing a comprehensive Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. We have engaged with a BIPOC-led firm to assist in understanding our current spending with minority-/women-owned businesses as well as to implement the program in 2023. In February 2022, the Fairview Board of Directors adopted a new policy to allocate a percentage of the investment portfolio for place-based investing projects. We are currently exploring investment opportunities to deploy these dollars over the next 5 years. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what Ridges Hospital resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care.
Schedule H, Part V, Section B, Line 13 Facility , 1	Facility , 1 - Fairview Ridges Hospital. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance.
Schedule H, Part V, Section B, Line 16 Facility , 1	Facility , 1 - Fairview Ridges Hospital. A summary of the Financial Assistance Policy is posted in various locations in the hospital.
Schedule H, Part V, Section B, Line 3E	Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - Fairview Lakes Regional Medical Ctr. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - Fairview Lakes Regional Medical Ctr. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enable us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. Fairview Lakes Medical Center (Lakes Medical Center) has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. In 2022, the charter was reviewed and updated, and the membership is being evaluated to assure diverse representation and in particular membership from the two identified priority populations. The process also included discussions with our community advisory council, the listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Bringing together both the qualitative and quantitative data we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Lakes Medical Center identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. 1. Navigating and accessing care and resources. 2. Healing, connectedness, and mental health. 3. Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Lakes Medical Center Implementation Strategy Report (2022-2024). We also identified two priority populations, across the lifespan, rural to urban, racial or ethnic populations experiencing health disparities and people experiencing poverty. In 2022, we created brief explainer video on our CHNA process in five languages: English, Spanish, Somali, Hmong, and Karen, to increase accessibility and awareness of our process. To view these videos, please visit the following links: https://www.fairview.org/our-community-commitment/local-health-needs For more details about our priority needs and the priority populations as they relate to Lakes Medical Center, please see the Lakes Medical Center 2021 Community Health Needs Assessments. https://www.fairview.org/our-community-commitment/local-health-needs Development of 2022-2024 CHNA Implementation Strategies. Over the past 10 years of responding to our communities' biggest needs we have learned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers work collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 10-year vision of increased community health equity and a set of three strategies which will help to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between Lakes Medical Center CHNA implementation strategies, anticipated impacts, objectives, and key responses. Lakes Medical Center Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/our-community-commitment/local-health-needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. We are currently in the process of standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" is a Health Initiative to address food insecurity and hunger, for all Fairview patients and community members. 2) " Housing is Health" supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves.
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - Fairview Lakes Regional Medical Ctr. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. Lakes Medical Center has an annual action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Lakes Medical Center Community Advisory Committee, the Board of Directors, and is publicly available on the website: https://www.fairview.org/our-community-commitment/local-health-needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and satisfying participants. These measures are monitored and reviewed quarterly. A subset of established programs and initiatives are set up and supported for deeper evaluation. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs we talk about here we are reporting out our reach or outputs through counts on a variety of levels. We offer a variety of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Lakes Medical Center 2022 Implementation Strategy Progress Highlights. The following highlights of our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the Lakes Medical Center's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs The primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive Institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs.
Schedule H, Part V, Section B, Line 11 Facility , 3	Facility , 3 - Fairview Lakes Regional Medical Ctr. Priority Need: Navigating and accessing care and resources. Lakes Medical Center has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, Lakes Medical Center Action Plan programs we work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Fairview's Minnesota Immunization Initiative (MINI), a multi-sector, community collaboration, provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2022, The team hosted 647 vaccination clinics. There were 17,260 free COVID-19 vaccine doses and 9,138 free flu shots administered. Of those participants who shared their identity, 91.2% of people who received a COVID-19 vaccine identified as a person of color and 55.5% indicated a language other than English as their preferred language. Additionally, in 2022, across the system, the community clinical care team provided blood pressure, and oral health services at 39 events including two in the Lakes Medical Center community. Health UP's mission is to promote a community where all citizens value, have access to, and engage in opportunities that support active and healthy living and a sense of wellbeing. In 2022, as a part of the Health Up collaboration, Fairview and partners hosted 4 Health Huddles, with three presentations from Fairview staff and providers. For more information about the action plan programs that are addressing the priority need Navigating and Accessing Care and Resources please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs
Schedule H, Part V, Section B, Line 11 Facility , 4	Facility , 4 - Fairview Lakes Regional Medical Ctr. Priority Need: Addressing Structural Racism and Barriers to Equity. Lakes Medical Center as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events and education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview System highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards transforming the food system into something just, equitable and sustainable. The initiative supports people at all stages of the food system. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options and reducing food insecurity manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of these programs are available to patients in 31+ clinics across M Health Fairview. One of the "Food is Medicine" initiative programmatic responses is VeggieRx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, and Women's Environmental Institute) via a Community Support Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2022, 12 clinics participated in VeggieRx across Fairview hospital and medical center communities. Almost half (42.3%) of program participants identified as Asian, 16.0% as Black and 3.8% as Hispanic/Latino. While just over half speak English as a preferred language, 14.7% speak primarily Hmong, 16.7% Karen and 2.6% Spanish. Most participants had public insurance (79.2%) or were uninsured (1.3%) and 44.2% received federal food benefits (Supplemental Nutrition Assistance Program - SNAP, WIC, EBT). In 2022 in the Lakes Medical Center community there were 4 clinics that offered Food is Medicine programming. There were 20 participants enrolled in Veggie Rx, 14 CSAs distributed weekly to patients at one of the clinics and one participant enrolled in Food Rx, a meal box program. Additionally, a shelf stable immediate need food resource option, MATTERBoxes, was available in the Lakes Medical Center community. In 2022 there were 15 MATTERBoxes distributed, with each box containing enough food to feed a family of four for three days. Lakes Medical Center has a community garden that are available for free to a community member. They are located near the East side of the hospital near the parking lot in locked fenced areas. In 2022 there were 14 garden plots, each taken care of by a community member. Gardeners are harvesting their produce for themselves, their families, and their neighbors. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. The Housing is Health supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/our-community-commitment/local-health-needs
Schedule H, Part V, Section B, Line 11 Facility , 5	Facility , 5 - Fairview Lakes Regional Medical Ctr. Priority Need: Healing, connectedness, and mental health. The Lakes Medical Center through strategy 1 (Addressing the SDoH) as a part of the Community Action Plan that work toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health. Fairview System highlights. In response to the priority need, healing, connectedness and mental health, we are in the early stages of building a social determinants of health initiative, Connection is Cure, which aims to address social isolation, improve community mental health and wellbeing, and build trust, by strengthening the connection between Fairview, its patients, community members, and employees. In September 2022, an Indigenous Land Acknowledgment ceremony honored the past, present, and future while recognizing the work our health system must continue to do to address the health equity issues affecting local communities. This ceremony was the first with additional planned in each hospital and medical center across the system. Additionally, in October 2022, we hosted the Community Impact Summit. This event is an opportunity to connect across our system and highlight community health improvement programs across the state. SPEAC (Substance Prevention Education & Action Coalition) is an organized coalition created to assist Forest Lake and the surrounding community in increasing positive life choices as it relates to alcohol or substance use in the Forest Lake School District. The coalition is designed to highlight scientifically proven, positive narratives through campaigns, events, and community involvement. In 2022 SPEAC was an active coalition with 15 sectors represented & meeting monthly. There were events hosted such as the 2022 Lion Heart Assemblies at the community school. One on One conversations provided additional insights to the community and increased SPEAC awareness and finally a student group called RISE student group at FLSD Lifelines is a comprehensive suicide prevention program that targets the entire school community, providing suicide awareness material for administrators, faculty, staff, parents, and students. Basic information about youth suicide is provided and is primarily directed at helping everyone in the school community recognize when a student is at potential risk of suicide and understand how and where to access help. This research-based program is included in the Substance Abuse and Mental Health Services Administration's (SAMHSA) National Registry of Evidence-Based Programs and Practices. The curriculum is provided by Hazelden-Betty Ford Publishing. In 2022 in the Lakes Medical Center Community there were 6 active school districts. Mental Health First Aid is an internationally recognized evidence-based program implemented by Fairview that was created and is managed by the National Council for Mental Wellbeing. It is an eight-hour class that introduces participants to risk factors and warning signs of mental illnesses, builds understanding of their impact, and overviews common supports. Program participants were from diverse backgrounds. In 2022 in the Lakes Medical Center community there was 1 class offered with 19 participants attending. Psychological First Aid is an evidence-informed training for all community members and professionals. Trainees will learn how to support healthy recovery in individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2022 in the Lakes Medical Center community there were two classes offered with 56 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. Whiles strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work better. In order to address our three priority needs and respond to emerging needs we need to have infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. The M Health Fairview Center for Community Health Equity (the center), was launched in August 2022. As a part of the center, we are taking steps to build upon our existing community engagement to creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. We brought together representatives from across the Joint Clinical Enterprise to form an inaugural Center for Community Health Equity Work Group to advise on the approach and infrastructure for community engagement to achieve community health equity. Additionally, we laid the groundwork to develop a Center for Community Health Equity Model of Community Engagement. The model will share our approach to community engagement, community voice, and community partnerships to advance community health equity. The center is also building standard practices for community voice to influence our social determents of health initiatives. For example, as a part of Food is Medicine, in 2022 planning began to pilot hosting community meal conversations in all hospital and medical center communities to ensure that our Food is Medicine approach had a system approach, but also one that responds to local and unique community needs and assets. Enabling community voice, particularly the voices of priority populations, to influence and inform and influence the health system, is integral to strategy 2 (Engagement infrastructure). A few examples of how this was accomplished in 2022 are as follows. M Health Fairview HOPE Commission - healing, opportunity, people, and equity, is a multi-year transformational change effort to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. As a part of HOPE Commission, we hosted four Listening and Learning sessions for patients that speak primarily a language other than English. Sessions were hosted in Karen, Hmong, Spanish and Somali. These sessions were the first of their kind for Fairview, and results included lessons about how to best connect with, listen to and learn from our patents and community members that speak primarily a language other than English. Also in 2022, the Fairview Frontiers research team partnered with the Community Health Equity and Engagement team to identify these common barriers and create new materials and best practices for recruiting and engaging communities traditionally under-represented in research.
Schedule H, Part V, Section B, Line 11 Facility , 6	Facility , 6 - Fairview Lakes Regional Medical Ctr. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our Lakes Medical Center Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In Lakes Medical Center's community, we support and participate in collaboratives such as Washington County Mental Health Coalition, CONNECT Washington County, Chisago Age Well Coalition, Chisago County MAPP (Mobilizing for Action through Planning and Partnerships) Committee, Wellspring project, Washington County, Health Up and Substance Prevention Education and Action (SPEAC). These are spaces where we do ongoing listening and relationship building with community partners and community members. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strFinally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our Lakes Medical Center Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In Lakes Medical Center's community, we support and participate in collaboratives such as Washington County Mental Health Coalition, CONNECT Washington County, Chisago Age Well Coalition, Chisago County MAPP (Mobilizing for Action through Planning and Partnerships) Committee, Wellspring project, Washington County, Health Up and Substance Prevention Education and Action (SPEAC). These are spaces where we do ongoing listening and relationship building with community partners and community members. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see the 2022 HOPE Commission Report. The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission A few key achievements of the HOPE Commission in 2022 include 1. Creating new roles and offices to further imbed DEI into daily work 2. New and innovative reporting data infrastructure to better capture information equitably 3. Presented the HOPE Commission model at national conferences to educate and influence other healthcare organizational leaders. Additional successes from 2022 include continued expansion of the Employee Resource Groups (ERG). As of 2022, there are now eight ERGs with participation across our system. The newest ERG is Comunidades Latinas for Engagement, Advancement, and Development (LEAD). Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. In 2022, Fairview signed on to the Healthcare Anchor Network's Impact Workforce Commitment as a further demonstration of our commitment. Supply Chain leaders are developing a comprehensive Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. We have engaged with a BIPOC-led firm to assist in understanding our current spending with minority-/women-owned businesses as well as to implement the program in 2023. In February 2022, the Fairview Board of Directors adopted a new policy to allocate a percentage of the investment portfolio for place-based investing projects. We are currently exploring investment opportunities to deploy these dollars over the next 5 years. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what Lakes Medical Center resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care.
Schedule H, Part V, Section B, Line 13 Facility , 1	Facility , 1 - Fairview Lakes Regional Medical Ctr. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance.
Schedule H, Part V, Section B, Line 16 Facility , 1	Facility , 1 - Fairview Lakes Regional Medical Ctr. A summary of the Financial Assistance Policy is posted in various locations in the hospital.
Schedule H, Part V, Section B, Line 3E	Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - Fairview Northland Regional Hosp. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey.
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - Fairview Northland Regional Hospital. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enable us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. Fairview Northland Medical Center (Northland Medical Center) has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. In 2022, the charter was reviewed and updated, and the membership is being evaluated to assure diverse representation and in particular membership from the two identified priority populations. The process also included discussions with our community advisory council, the listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Bringing together both the qualitative and quantitative data we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Northland Medical Center identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. 1. Navigating and accessing care and resources. 2. Healing, connectedness, and mental health. 3. Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Northland Medical Center Implementation Strategy Report (2022-2024). We also identified two priority populations, across the lifespan, rural to urban, racial or ethnic populations experiencing health disparities and people experiencing poverty. In 2022, we created brief explainer video on our CHNA process in five languages: English, Spanish, Somali, Hmong, and Karen, to increase accessibility and awareness of our process. To view these videos, please visit the following link: https://www.fairview.org/our-community-commitment/local-health-needs For more details about our priority needs and the priority populations as they relate to Northland Medical Center, please see the Northland Medical Center 2021 Community Health Needs Assessments. https://www.fairview.org/our-community-commitment/local-health-needs Development of 2022-2024 CHNA Implementation Strategies Over the past 10 years of responding to our communities' biggest needs we have learned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers work collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 10-year vision of increased community health equity and a set of three strategies which will help to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between the medical center and Northland Medical Center CHNA implementation strategies, anticipated impacts, objectives, and key responses. Northland Medical Center Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/our-community-commitment/local-health-needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. We are currently in the process of standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" is a Health Initiative to address food insecurity and hunger, for all Fairview patients and community members. 2) " Housing is Health" supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves.
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - Fairview Northland Regional Hospital. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. Northland Medical Center has an annual action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Northland Medical Center Community Advisory Committee, the Board of Directors, and is publicly available on the website: https://www.fairview.org/our-community-commitment/local-health-needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and satisfying participants. These measures are monitored and reviewed quarterly. A subset of established programs and initiatives are set up and supported for deeper evaluation. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs we talk about here we are reporting out our reach or outputs through counts on a variety of levels. We offer a variety of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Northland Medical Center 2022 Implementation Strategy Progress Highlights. The following highlights of our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the Northland Medical Center's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs The primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive Institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs.
Schedule H, Part V, Section B, Line 11 Facility , 3	Facility , 3 - Fairview Northland Regional Hospital. Priority Need: Navigating and accessing care and resources. Northland Medical Center has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, Northland Medical Center Action Plan programs we work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Fairview's Minnesota Immunization Initiative (MINI), a multi-sector, community collaboration, provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2022, The team hosted 647 vaccination clinics. There were 17,260 free COVID-19 vaccine doses and 9,138 free flu shots administered. Of those participants who shared their identity, 91.2% of people who received a COVID-19 vaccine identified as a person of color and 55.5% indicated a language other than English as their preferred language. In the Northland Medical Center community specifically, there were 3 MINI clinics at which 170 flu shots were administered. Additionally, in 2022, across the system, the community clinical care team provided blood pressure, and oral health services at 39 events. The Youth Education Partnerships Programs collaborates with local high schools to host events where students are exposed to healthcare career opportunities including learning new skills, hands-on experiences, and hearing from health care providers. In 2022 Northland Medical center hosted 6 events reaching 92 students. For more information about the action plan programs that are addressing the priority need Navigating and Accessing Care and Resources please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs
Schedule H, Part V, Section B, Line 11 Facility , 4	Facility , 4 - Fairview Northland Regional Hospital. Priority Need: Addressing Structural Racism and Barriers to Equity. Northland Medical Center as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events and education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview System highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards transforming the food system into something just, equitable and sustainable. The initiative supports people at all stages of the food system. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options and reducing food insecurity manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of these programs are available to patients in 31+ clinics across M Health Fairview. One of the "Food is Medicine" initiative programmatic responses is VeggieRx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, and Women's Environmental Institute) via a Community Support Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2022, 12 clinics participated in VeggieRx across Fairview hospital and medical center communities. Almost half (42.3%) of program participants identified as Asian, 16.0% as Black and 3.8% as Hispanic/Latino. While just over half speak English as a preferred language, 14.7% speak primarily Hmong, 16.7% Karen and 2.6% Spanish. Most participants had public insurance (79.2%) or were uninsured (1.3%) and 44.2% received federal food benefits (Supplemental Nutrition Assistance Program - SNAP, WIC, EBT). In 2022 in the Northland Medical Center community there were 2 clinics offered Veggie Rx with 4 participants enrolled and 20 CSAs offered in a distribution model weekly. Additionally, a shelf stable immediate need food resource option, MATTERBoxes, was available in the Northland Medical Center Community. In 2022 there were 10 MATTERBoxes distributed, with each box containing enough food to feed a family of four for three days. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. The Housing is Health initiative supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. In coordination with seven local churches, Fairview Northland Medical Center nutrition services prepares healthy meals in the kitchen at Northland, and volunteers deliver those meals to the City of Princeton recipients, targeting senior citizens. The person-to person delivery model provides a social connection to people who might otherwise be isolated, as well as an opportunity for the delivery driver to do a welfare check. In 2022 there were 1,757 meals provided to seniors. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. The Housing is Health supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/our-community-commitment/local-health-needs
Schedule H, Part V, Section B, Line 11 Facility , 5	Facility , 5 - Fairview Northland Regional Hospital. Priority Need: Healing, connectedness, and mental health. Northland Medical Center through strategy 1 (Addressing the SDoH) as a part of the Community Action Plan that work toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health. Fairview System highlights. In response to the priority need, healing, connectedness and mental health, we are in the early stages of building a social determinants of health initiative, Connection is Cure, which aims to address social isolation, improve community mental health and wellbeing, and build trust, by strengthening the connection between Fairview, its patients, community members, and employees. In September 2022, an Indigenous Land Acknowledgment ceremony honored the past, present, and future while recognizing the work our health system must continue to do to address the health equity issues affecting local communities. This ceremony was the first with additional planned in each hospital and medical center across the system. Additionally, in October 2022, we hosted the Community Impact Summit. This event is an opportunity to connect across our system and highlight community health improvement programs across the state. Lifelines is a comprehensive suicide prevention program that targets the entire school community, providing suicide awareness material for administrators, faculty, staff, parents, and students. Basic information about youth suicide is provided and is primarily directed at helping everyone in the school community recognize when a student is at potential risk of suicide and understand how and where to access help. This research-based program is included in the Substance Abuse and Mental Health Services Administration's (SAMHSA) National Registry of Evidence-Based Programs and Practices. The curriculum is provided by Hazelden-Betty Ford Publishing. In 2022 in the Northland Medical Center Community, there were two active school districts. Mental Health First Aid is an internationally recognized evidence-based program implemented by Fairview that was created and is managed by the National Council for Mental Wellbeing. It is an eight-hour class that introduces participants to risk factors and warning signs of mental illnesses, builds understanding of their impact, and overviews common supports. Program participants were from diverse backgrounds. In 2022 in the Northland Medical Center community there was one class offered with 15 participants attending. Psychological First Aid is an evidence-informed training for all community members and professionals. Trainees will learn how to support healthy recovery in individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2022 in the Northland Medical Center community, there were two classes offered with 52 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. Whiles strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work better. In order to address our three priority needs and respond to emerging needs we need to have infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. The M Health Fairview Center for Community Health Equity (the center), was launched in August 2022. As a part of the center, we are taking steps to build upon our existing community engagement to creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. We brought together representatives from across the Joint Clinical Enterprise to form an inaugural Center for Community Health Equity Work Group to advise on the approach and infrastructure for community engagement to achieve community health equity. Additionally, we laid the groundwork to develop a Center for Community Health Equity Model of Community Engagement. The model will share our approach to community engagement, community voice, and community partnerships to advance community health equity. The center is also building standard practices for community voice to influence our social determents of health initiatives. For example, as a part of Food is Medicine, in 2022 planning began to pilot hosting community meal conversations in all hospital and medical center communities to ensure that our Food is Medicine approach had a system approach, but also one that responds to local and unique community needs and assets. Enabling community voice, particularly the voices of priority populations, to influence and inform and influence the health system, is integral to strategy 2 (Engagement infrastructure). A few examples of how this was accomplished in 2022 are as follows. M Health Fairview HOPE Commission - healing, opportunity, people, and equity, is a multi-year transformational change effort to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. As a part of HOPE Commission, we hosted four Listening and Learning sessions for patients that speak primarily a language other than English. Sessions were hosted in Karen, Hmong, Spanish and Somali. These sessions were the first of their kind for Fairview, and results included lessons about how to best connect with, listen to and learn from our patents and community members that speak primarily a language other than English. Also in 2022, the Fairview Frontiers research team partnered with the Community Health Equity and Engagement team to identify these common barriers and create new materials and best practices for recruiting and engaging communities traditionally under-represented in research.
Schedule H, Part V, Section B, Line 11 Facility , 6	Facility , 6 - Fairview Northland Regional Hospital. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our Northland Medical Center Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In the Northland Medical Center, we participate and are active members on collaborations such as Age Friendly Princeton, Princeton Chamber of Commerce, Tiger Community Connections, East Central Regional Transportation Coordinating Council and "This is Princeton" . These are spaces where we do ongoing listening and relationship building with community partners and community members. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see the 2022 HOPE Commission Report. The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission A few key achievements of the HOPE Commission in 2022 include 1. Creating new roles and offices to further imbed DEI into daily work 2. New and innovative reporting data infrastructure to better capture information equitably 3. Presented the HOPE Commission model at national conferences to educate and influence other healthcare organizational leaders. Additional successes from 2022 include continued expansion of the Employee Resource Groups (ERG). As of 2022, there are now eight ERGs with participation across our system. The newest ERG is Comunidades Latinas for Engagement, Advancement, and Development (LEAD). Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. In 2022, Fairview signed on to the Healthcare Anchor Network's Impact Workforce Commitment as a further demonstration of our commitment. Supply Chain leaders are developing a comprehensive Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. We have engaged with a BIPOC-led firm to assist in understanding our current spending with minority-/women-owned businesses as well as to implement the program in 2023. In February 2022, the Fairview Board of Directors adopted a new policy to allocate a percentage of the investment portfolio for place-based investing projects. We are currently exploring investment opportunities to deploy these dollars over the next 5 years. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what Northland Medical Center resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care.
Schedule H, Part V, Section B, Line 13 Facility , 1	Facility , 1 - Fairview Northland Regional Hosp. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance.
Schedule H, Part V, Section B, Line 16 Facility , 1	Facility , 1 - Fairview Northland Regional Hosp. A summary of the Financial Assistance Policy is posted in various locations in the hospital.

Field	Value	IRS element (for citing)
Facility	12	FacilityNum

Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp

Oth Hlth Care Fclts OthHlthCareFcltsGrp (12 entries)

Address Line1USAddress/AddressLine1Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	FacilityFacilityTxt
Fairview Maple Grove Surgery Center LLC
14500 99th Ave N Suite 500	Maple Grove	MN	553694742	Surgery Center
HealthEast Hospice Care-The Pillars
6025 Upper 35th Street North	Oakdale	MN	55128	Hospice House
M Health Fairview Adolescent Residential Services
1675 Beam Avenue Suite 200	Maplewood	MN	551091476	Outpatient Mental Health and Recovery
M Health Fairview Acute Rehabilitation Center
2512 S 7th Street 5Th Floor	Minneapolis	MN	554401404	Outpatient Rehabilitation
M Health Fairview Achievement Center
2220 University Avenue W Suite 140	St Paul	MN	55114	Outpatient Rehabilitation
M Health Fairview Recovery Services - Elk River
1230 School Street NW	Elk RIver	MN	553302422	Outpatient Rehabilitation
M Health Fairview Recovery Services - Maplewood
1675 Beam Avenue Suite 200	Maplewood	MN	551091476	Outpatient Rehabilitation
M Health Fairview Recovery Services - Edina
3400 W 66th Street Suite 400	Edina	MN	554352134	Outpatient Rehabilitation
M Health Fairview Recovery Services - Crystal
2960 Winnetka Avenue N Suite 101	Crystal	MN	554327285	Outpatient Rehabilitation
M Health Fairview Recovery Services - Burnsville
14500 Burnhaven Drive Suite 125	Burnsville	MN	553064926	Outpatient Rehabilitation
M Health Fairview Recovery Services - Forest Lake
20 Lake Street N Suite 210	Forest Lake	MN	550252511	Outpatient Rehabilitation
M Health Fairview Recovery Services - Minneapolis
2450 Riverside Avenue	Minneapolis	MN	554541450	Outpatient Rehabilitation

Supplemental Information Detail SupplementalInformationDetail (18 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Schedule H, Part I, Line 3c Other Income Based Criteria for Free or Discounted Care	PATIENTS THAT ARE ELIGIBLE FOR THE FAIRVIEW COMMUNITY CARE PROGRAM OR OTHER CHARITY CARE PLANS MAY RECEIVE A REDUCTION ON AMOUNTS OWED OR UP TO 100% OF TOTAL CHARGES. FAIRVIEW INFORMS PATIENTS ABOUT THE COMMUNITY CARE PROGRAM PRIOR TO DELIVERY OF SERVICES IF FEASIBLE AND AS APPROPRIATE AND DURING THE BILLING PROCESS. PATIENTS WITH HOUSEHOLD INCOME UP TO 200% OF THE FEDERAL POVERTY LEVEL QUALIFY FOR A 100% DISCOUNT OF TOTAL CHARGES. PATIENTS WITH A HOUSEHOLD INCOME OF 201%-300% OF THE FEDERAL POVERTY LEVEL QUALIFY FOR A PARTIAL DISCOUNT OF TOTAL CHARGES BASED ON THE AMOUNT GENERALLY BILLED OR EQUAL TO THE RATE FROM FAIRVIEW'S HIGHEST VOLUME PRIVATE PAYOR CONTRACT, WHICHEVER IS HIGHER. UNINSURED PATIENTS WHO ARE RESIDENTS OF MINNESOTA OR WISCONSIN AND WITH A HOUSEHOLD INCOME GREATER THAN 300% OF THE FEDERAL POVERTY LEVEL AND RECEIVE MEDICALLY NECESSARY HOSPITAL OR HOSPITAL BASED SERVICES ARE CHARGED A DISCOUNT RATE EQUAL TO THE RATE FROM FAIRVIEW'S HIGHEST VOLUME PRIVATE PAYOR CONTRACT.
Schedule H, Part I, Line 7f Exclusions from Percent of Total Expense	The provision for bad debts is based upon management's assessment of historical and expected net collections considering historical business and economic conditions, trends in healthcare coverage, and other collection indicators. There is no bad debt expense included in Form 990 Part IX as an expense. Due to the adoption of new GAAP reporting, the bad debt expense has been included with "discounts" netted against patient service revenue on Part VIII of Form 990.
Schedule H, Part I, Line 7g Subsidized Health Services	THERE ARE NO COSTS ASSOCIATED WITH PHYSICIAN CLINICS INCLUDED IN LINE 7G.
Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance	THE AMOUNTS REPORTED ON FORM 990, SCHEDULE H, PART I, LINE 7A THROUGH 7C WERE DETERMINED USING THE COST TO CHARGE RATIO DERIVED FROM WORKSHEET 2 IN THE SCHEDULE H, FORM 990 INSTRUCTIONS. FORM 990, SCHEDULE H, PART I, LINES 7E THROUGH 7J ARE REPORTED AT CHARGES AS RECORDED BY THE ORGANIZATION.
Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount	THE BAD DEBT EXPENSE REPORTED ON PART III, LINE 2 IS REPORTED AT CHARGES AS RECORDED BY THE ORGANIZATION. THERE IS NO BAD DEBT EXPENSE INCLUDED IN FORM 990 PART IX AS AN EXPENSE. DUE TO THE ADOPTION OF NEW GAAP REPORTING, THE BAD DEBT EXPENSE HAS BEEN INCLUDED WITH "DISCOUNTS" NETTED AGAINST PATIENT SERVICE REVENUE ON PART VIII OF FORM 990. THE PROVISION FOR BAD DEBTS IS BASED UPON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED NET COLLECTIONS CONSIDERING HISTORICAL BUSINESS AND ECONOMIC CONDITIONS, TRENDS IN HEALTHCARE COVERAGE, AND OTHER COLLECTION INDICATORS.
Schedule H, Part III, Line 3 Bad Debt Expense Methodology	The bad debt expense attributable to patients that may be eligible for financial assistance is based upon management's assessment of historical and expected net collections considering historical business and economic conditions, trends in healthcare coverage, and other collection indicators.
Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote	Subsequent changes that are determined to be the result of an adverse change in the patient's ability to pay (determined on a portfolio basis when applicable) are recorded as bad debt expense. Bad expense for the years ended December 31, 2021 and 2021, was not significant. See page 22 of the audited financial statements for additional information.
Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs	It is part of Fairview's mission that community benefit activity is carried out by staff/leadership at each facility based on the health care needs in that service area. The Medicare cost to charge ratio reporting is calculated service line by service line. Other expenses are calculated using the overall cost to charge ratio. Uncompensated costs resulting from Medicare, Medicaid and state and local indigent care programs are considered a community benefit because of the significant differences between actual costs and reimbursement.
Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance	After our patients have received services, it is the policy of Fairview Health Services to bill patients and their applicable payors on a timely and accurate basis. During this billing and collection process, Fairview staff is committed to providing quality customer service and timely follow up on all outstanding accounts. Billing: It is the goal of Fairview to bill all claims accurately and on a timely basis. Although dependent on information and communications from patients and payors, Fairview will provide sufficient follow up service to ensure that patients receive accurate account and billing information and have the opportunity to make payment and/or apply for community care. Fairview has agreed to certain billing and collection practices by an agreement with the Minnesota Attorney General's office. There are financial counselors at every entity Monday through Friday who interact with the patients in person and over the phone to inform of programs available to them as well as assist them in applying for the programs. The information about needing assistance with paying the bill is posted on signs in the hospitals and materials are distributed to self-pay patients by registration staff. The statements sent out after the visit provide this information as well. If a patient/family member calls the Central Business Office customer service staff to ask for assistance with paying their bill, they are informed about options at that time. Fairview provides an interpreter service that interprets conversations over the phone. This service can be used either as a three way phone call or the Financial Counselor, in a room with the patient or family can place the call together to the interpreter phone service. The interpreter services line accommodates close to 200 languages. The billing process will be assisted by the following guidelines: 1) For all insured patients, Fairview will bill all third party payor information (as provided by or verified by the patient) on a timely and accurate basis. 2) For all uninsured patients with Minnesota residency receiving hospital based services deemed medically necessary, Fairview will apply an uninsured discount equal to the discount provider to our largest contracted non-government payor, any remaining balance will be billed to the patient in a timely and manner. 3) All billed patients have the opportunity to contact Fairview regarding financial assistance for their accounts. Financial assistance may include Community Care, payment arrangements, medical assistance or other applicable programs. 4) If a patient contacts Fairview regarding Community Care before the account is referred to a collection agency or attorney, an application and required documentation is requested (income verification etc.), the account will then be processed based on the outcome of the Community Care determination. 5) Fairview takes reasonable measures to avoid referring an account to collection unless there are no responses from the patient. If a patient contacts Fairview regarding Community Care after their account has been referred to a collection agency or attorney, Fairview will send an application to the patient provided the account meets the Community Care requirements. If the completed application along with required documentation (income verification, etc.) is submitted, all collection action will be suspended until the patient is notified of Fairview's determination.
Schedule H, Part V, Section B, Line 16a FAP website	- University of Minnesota Medical Center: Line 16a URL: https://www.fairview.org/billing/financial-assistance; - Fairview Southdale Hospital: Line 16a URL: https://www.fairview.org/billing/financial-assistance; - Fairview Ridges Hospital: Line 16a URL: https://www.fairview.org/billing/financial-assistance; - Fairview Lakes Regional Medical Ctr: Line 16a URL: https://www.fairview.org/billing/financial-assistance; - Fairview Northland Regional Hosp: Line 16a URL: https://www.fairview.org/billing/financial-assistance;
Schedule H, Part V, Section B, Line 16b FAP Application website	- University of Minnesota Medical Center: Line 16b URL: http://www.fvfiles.com/2266.pdf; - Fairview Southdale Hospital: Line 16b URL: http://www.fvfiles.com/2266.pdf; - Fairview Ridges Hospital: Line 16b URL: http://www.fvfiles.com/2266.pdf; - Fairview Lakes Regional Medical Ctr: Line 16b URL: http://www.fvfiles.com/2266.pdf; - Fairview Northland Regional Hosp: Line 16b URL: http://www.fvfiles.com/2266.pdf;
Schedule H, Part V, Section B, Line 16c FAP plain language summary website	- University of Minnesota Medical Center: Line 16c URL: https://www.fairview.org/billing/financial-assistance; - Fairview Southdale Hospital: Line 16c URL: https://www.fairview.org/billing/financial-assistance; - Fairview Ridges Hospital: Line 16c URL: https://www.fairview.org/billing/financial-assistance; - Fairview Lakes Regional Medical Ctr: Line 16c URL: https://www.fairview.org/billing/financial-assistance; - Fairview Northland Regional Hosp: Line 16c URL: https://www.fairview.org/billing/financial-assistance;
Schedule H, Part VI, Line 2 Needs assessment	Our triennial community health needs assessment process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. Fairview's 2021 Community Health Needs Assessment (CHNA) builds upon previous assessments and was developed in partnership with community members and organizations, local public health agencies, and other hospitals and health systems. It serves as a tool for guiding policy, advocacy, and program planning. It also fulfills Internal Revenue Service (IRS) requirements for CHNA pursuant to the Affordable Care Act of 2010, which requires 501(c)(3) nonprofit hospitals to conduct an assessment at least every three years and provide an annual evaluation of the previous implementation strategy's impact. Through this process, we aim to: -Intentionally engage with community members and organizations, public health agencies, and other hospitals and health systems to identify and understand significant health needs in the community. -Understand the needs of the community it serves by analyzing current demographics and social determinants of health indicators, as well as by collecting direct input from community members and organizations. -Inform the CHNA implementation strategy and action plan development. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. We have identified three system-wide priority need areas, and we will collaborate with our hospitals and shared services to address these priorities. Our specific response will vary by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. Our community commitment - creating a healthier future and Improving the health and wellbeing of our communities. The healthcare people receive in a hospital or clinic is only a small part of a person's overall health. That's why our commitment to advancing health equity goes beyond the walls of our facilities and reaches out into the community. We collaborate with community partners to improve health and wellbeing and advance health equity. Our priorities include: * Bringing clinical services into neighborhoods to expand access * Advancing our anchor mission initiatives - local hiring, local purchasing, local investing, and leading and serving locally * Addressing social risk factors through food access and housing programs and community education and outreach. Why is this a priority for our healthcare system? Nearly 80 percent of health is influenced by factors outside of clinical care. These factors, called the social determinants of health, are our health behaviors and the economic and social conditions in which we live. To help address the social determinants of health, we are creating a health and wellness hub in downtown St. Paul that will focus on health, housing, and supportive services for the community. All this work is closely tied to our HOPE Commission's health equity and anti-racism efforts. It's designed to be culturally appropriate and to meet the specific needs of the community. We seek to do "with not "to" the communities we belong to and are proud to contribute to our community in so many ways. Fairview Health Services is committed to the health and wellbeing of our communities. For generations we have served the people of Minnesota, cared for our patients, and invested in the people and partnerships that make us stronger, together. As a nonprofit health system and an anchor institution-an organization rooted in our communities-we have a commitment to intentionally apply our long-term, place-based economic power and human capital in partnership with community to mutually benefit the long-term wellbeing of both. We recognize that this commitment begins in and with our communities. This work cannot be done alone, we must collaborate with community-based organizations, local public health departments, and other health systems. Our efforts, resources, and commitments are investments in the health and wellbeing of our communities where we live, work, learn, play, and worship. Our community benefit programs and activities focus on our mission to heal, discover, and educate for longer, healthier lives and must meet at least one of these objectives: * Improve access to health care services. * Enhance the health of the community. * Advance medical or health care knowledge. * Relieve the burden of government to improve health. Fairview Health Services, is committed to providing exceptional care, delivering breakthrough research and innovation to healthcare, improving health and wellbeing, and promoting health equity. As anchor institutions rooted in the hearts of the communities we serve, this commitment goes beyond our walls and into the community. THERE ARE DIFFERENT WAYS OUR HEALTH SYSTEM FULFILLS THIS PROMISE INCLUDING: * Allocating resources to benefit the community. The process is guided by our community health needs assessments, developed collaboratively with the communities we serve, and implemented in partnership with local organizations and leaders. - The priority needs identified in our 2021 assessment are: healing, connectedness, and mental health; addressing structural racism and barriers to achieving health equity; and navigating and accessing care and resources. Our efforts will center on people experiencing poverty as well as racial or ethnic populations experiencing health disparities. * Bringing clinical services into neighborhoods to expand access. These free healthcare services are offered in diverse and/or under-resourced neighborhoods. * Addressing social risk factors, known as the social determinants of health, through food access and housing programs, and community education and outreach. The goal is to improve community health and wellbeing. * Advancing our HOPE (Healing, Opportunity, People, and Equity) Commission's - health equity and anti-racism efforts to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. Success stories include: improving patient sociodemographic data to better understand the populations we serve and more accurately assess for disparities, and increasing the representation of diverse populations in clinical trials.
Schedule H, Part VI, Line 3 Patient education of eligibility for assistance	Fairview makes information about its charity care programs available on its Website (www.fairview.org). At the time of registration for services and through written materials in lobbies and waiting rooms. For patients identified as self-pay (whether that occurs before services are delivered or during the billing cycle), Fairview utilizes a standard process to assist patients learn about and access assistance from government programs or Fairview's Charity Care Program. For uninsured patients seen in a Fairview hospital, Fairview partners with an external vendor who meets with self-pay patients to assist them determine eligibility for government programs of Fairview's Charity Care Program. The vendor will also assist patients with completing the necessary paperwork to access these resources. Staff in Fairview's central business office have a self-pay team, which directs patients to the appropriate resources. There is also a community care coordinator who assists in getting patients connected to additional resources for which they may qualify.
Schedule H, Part VI, Line 4 Community information	Fairview Health Services is a Minneapolis-based nonprofit health system driven to heal, discover, and educate for longer, healthier lives. Founded in 1906, Fairview provides exceptional care to patients and communities as one of the most comprehensive and geographically accessible systems in Minnesota. Fairview has enjoyed a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Fairview Health Services is an integrated health system headquartered in Minneapolis, Minnesota. Fairview Health Services includes five hospitals: 1) Fairview Lakes Medical Center in Wyoming, MN, 2) Fairview Northland Medical Center in Princeton, MN, 3) Fairview Ridges Hospital in Burnsville, MN, 4) Fairview Southdale Hospital in Edina, MN, 5) University of Minnesota Medical Center, Minneapolis, MN Fairview also has a full continuum of health care services. See Part III Page 2 , Lines 4a, 4b and 4c. 1) Fairview Lakes Medical Center is located in Chisago county and has a primary service area of individuals residing in Anoka, Chisago, Isanti, Pine and Washington counties in Minnesota. For the purposes of the CHNA, Lakes Medical Center community includes 18 zip codes. The total population of this geographic community is180,629 people, and it covers 1,100 square miles. Lakes Medical Center is located between Interstate 35 and Highway 61. The City of Wyoming is proud of its 18 parks and 15 miles of walking and hiking trails. The city's commercial base is primarily industrial, with limited retail. The Lakes Medical Center community has a larger percentage of its population who are between 45 and 64 years old (29 percent) than the state's percentage (25 percent). The Lakes Medical Center community has a much larger percentage of people who identify as white (93.0 percent) than in the state as a whole (81.0 percent). This also means that the medical center community has a smaller percentage of people who identify as Black/African American, American Indian/Alaska Native, Asian, Native Hawaiian/Pacific Islander, two or more races, some other race, as well as Hispanic/Latino than the statewide percentage. There is projected to be very little change in racial or ethnic diversity in the Lakes Medical Center community between 2021 and 2026. Fairview Lakes provides a full continuum of services, from primary care services at the clinic to home care services to long-term care. 2) Fairview Northland Medical Center has a primary service area of individuals residing in Sherburne, Benton, Kanabec, Mille Lacs and Isanti counties in Minnesota. The hospital is uniquely located on the border of Mille Lacs and Sherburne Counties. For the purposes of the CHNA, Northland Medical Center community includes 11 zip codes. The total population of this geographic community is 126,669 people, and it covers 918 square miles. The Northland Medical Center community is younger than Minnesota at large, with a median age of 37.6 years as compared to a statewide median age of 39.7 years. Additionally, the community has a smaller percentage of its population aged 65+ (13 percent) than the state's percentage (17 percent). The Northland Medical Center community has a much larger percentage of people who identify as white (93.9 percent) than the statewide percentage (81.0 percent). This means that the medical center community has a smaller percentage of people who identify as Black/African American (1.72 percent), American Indian/Alaska Native (0.52 percent), Asian (1.03 percent), Native Hawaiian/Pacific Islander (0.04 percent), two or more races (2.17 percent), or some other race (0.65 percent) than the state percentages. The Northland Medical Center community also has a smaller percentage of those who identify as Hispanic/Latino than the statewide percentage. There is projected to be very little change in the racial or ethnic diversity in the Northland Medical Center community between 2021 and 2026. Fairview Northland provides a full continuum of services, from primary care services to home care. 3) Fairview Ridges Hospital in Burnsville, MN has a primary service area in Scott and Dakota counties. The hospital is Located in the southern part of the greater Minneapolis-St. Paul metropolitan area in Dakota county. For the purposes of the CHNA, Ridges Hospital includes 14 zip codes. The total population of this geographic community is 428,073 people, and it covers 444 square miles. About eight percent of the state's entire population live within this geographic area. The percentage of the Ridges Hospital community who are within the age range of 0-17 is slightly higher than the statewide average, and the percentage of the hospital community in the 65+ age range is slightly lower than the statewide percentage. In the Ridges Hospital community a slightly higher percent identify as Black/African American (7.9 percent) than the state (7.0 percent), Asian (6.8 percent) than the state (5.3 percent), some other race (2.7 percent) than the state (2.4 percent), two or more races (3.5 percent) than the state (3.0 percent) and Hispanic/Latino (6.5 percent) than the state (5.9 percent). In the next five years in the Ridges Hospital community there will be an increase from 7.9 percent in 2021 to 9.3 percent in 2026 in those who identify as Black/African American and an increase in those that identify as Hispanic/Latino from 6.5 percent in 2021 to 7.3 percent in 2026. Fairview Ridges Hospital is a multi-specialty medical center. 4) Fairview Southdale Hospital in Edina, MN has a primary service area of individuals residing in Hennepin and Carver counties. For the purposes of the CHNA, Southdale Hospital's community includes 28 zip codes. The total population of this geographic community is 560,916, which makes up about 10 percent of the state's population. It covers 278 square miles. The Southdale Hospital community has a median age of 41.8 years, which is slightly higher than the state's median age of 39.7 years. The age profile is very similar to that of the state, with 21 percent of the population being ages 0-17, 34 percent ages 18-44, 26 percent ages 45-64 and 18 percent ages 65 and older. In the Southdale Hospital community, 80 percent identify as white. However, the younger population is much more diverse. Among those ages 0-17, 33 percent of residents identify as Black/African American, Hispanic/Latino, Asian, American Indian/Alaska Native, Native Hawaiian/Pacific Islander, two or more races, or another race not listed. 5) University of Minnesota Medical Center and Masonic Children's Hospital, our flagship hospital, are located in the Cedar Riverside neighborhood. For the purposes of the CHNA, University of Minnesota Medical Center and Masonic Children's Hospital's community includes 57 zip codes. The total population of this geographic community is 1,270,209 people, and it covers 468 square miles. Nearly one-quarter (22 percent) of the state's entire population live within this geographic area. The community is younger than Minnesota at large, with a median age of 37.5 years as compared to a statewide median age of 39.7 years. People ages 18 to 44 make up nearly 40 percent of the population in this area. The UMMC and children's hospital community's population is comprised of 31.7 percent Black/African American, Asian, American Indian/Alaskan Native, Native Hawaiian/Pacific Islander, two or more races, and other races, significantly higher than the statewide percentage (19.0 percent). Of those, 15.1 percent are Black/African American, a percentage more than twice as high as in Minnesota at large. Additionally, 7.8 percent of the community's residents are Hispanic or Latino, exceeding Minnesota's statewide average of 5.9 percent. The University of Minnesota Medical Center, Fairview is the only medical center in the Cedar-Riverside neighborhood.
Schedule H, Part VI, Line 5 Promotion of community health	As a nonprofit health system, Fairview reinvests any excess revenues into the core operations of the organization. Research and education are at the very heart of the mission. In partnership with the University of Minnesota, Fairview invests millions of dollars each year into ground-breaking research and education of our next generation of healthcare workforce. Fairview also partners with a myriad of higher educational institutions to provide clinical hands-on training for future nurses, pharmacists, laboratory professionals and more. Fairview serves as a training site for residents in various specialties and is the core teaching site for the University of Minnesota residents. Senior residents and fellows provide Fairview some degree of clinical service that we would otherwise not receive.
Schedule H, Part VI, Line 6 Affiliated health care system	Fairview Health Services is an integrated health care system headquartered in Minneapolis, Minnesota. It operates five community hospitals, one academic medical center and one ambulatory medical center. Community benefit activity is carried out by staff/leadership at each facility based on the health care needs in that service area. Fairview's Corporate Community Health Department supports these local efforts by sharing best practices, finding efficiencies among hospital community health leaders as appropriate, coordinating the community health needs assessments and more.
Schedule H, Part VI, Line 7 State filing of community benefit report	MN

Schedule I IRS990ScheduleI

Field	Value	IRS element (for citing)
Grant Records Maintained	Yes (true)	GrantRecordsMaintainedInd

Recipient Table RecipientTable

Recipient Business Name RecipientBusinessName

Field	Value	IRS element (for citing)
Business Name Line1	Fairview Foundation	BusinessNameLine1Txt

US Address USAddress

Field	Value	IRS element (for citing)
Address Line1	2450 Riverside Ave	AddressLine1Txt
City	Minneapolis	CityNm
State Abbreviation	MN	StateAbbreviationCd
ZIP	55454	ZIPCd

Field	Value	IRS element (for citing)
Recipient EIN	411573810	RecipientEIN
IRC Section	501c(3)	IRCSectionDesc
Cash Grant	$96,800	CashGrantAmt
Non Cash Assistance	$0	NonCashAssistanceAmt
Valuation Method Used	FMV	ValuationMethodUsedDesc
Non Cash Assistance	N/A	NonCashAssistanceDesc
Purpose Of Grant	Hospital Support	PurposeOfGrantTxt

Field	Value	IRS element (for citing)
Total501c3 Org	1	Total501c3OrgCnt
Total Other Org	0	TotalOtherOrgCnt

Supplemental Information Detail SupplementalInformationDetail

Field	Value	IRS element (for citing)
Form And Line Reference	Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds.	FormAndLineReferenceDesc
Explanation	Fairview Health Services solicits grant funding only for purposes that qualify as charitable, research or education purposes as defined in Section 501(c)(3) of the Internal Revenue Code of 1986. Fairview's processes and procedures adhere to federal guidelines and are subject to audit. The same processes and procedures are applied for federal as well as private grants and service agreements. The grant application process is monitored by the Research Administration Group and the application of grant funds are monitored by the Research and Education Accounting Group. These two groups meet monthly to ensure all grants are being administered properly.	ExplanationTxt

Schedule J IRS990ScheduleJ

Field	Value	IRS element (for citing)
Compensation Committee	Yes (X)	CompensationCommitteeInd
Independent Consultant	Yes (X)	IndependentConsultantInd
Form990 Of Other Organizations	Yes (X)	Form990OfOtherOrganizationsInd
Compensation Survey	Yes (X)	CompensationSurveyInd
Board Or Committee Approval	Yes (X)	BoardOrCommitteeApprovalInd
Severance Payment	Yes (true)	SeverancePaymentInd
Supplemental Nonqual Rtr Plan	Yes (true)	SupplementalNonqualRtrPlanInd
Equity Based Comp Arrngm	false	EquityBasedCompArrngmInd
Comp Based On Revenue Of Flng Org	false	CompBasedOnRevenueOfFlngOrgInd
Comp Bsd On Rev Related Orgs	false	CompBsdOnRevRelatedOrgsInd
Comp Bsd Net Earns Flng Org	false	CompBsdNetEarnsFlngOrgInd
Comp Bsd Net Earns Rltd Orgs	false	CompBsdNetEarnsRltdOrgsInd
Any Non Fixed Payments	Yes (true)	AnyNonFixedPaymentsInd
Initial Contract Exception	false	InitialContractExceptionInd

Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (17 entries)

TitleTitleTxt	Base Compensation Filing OrgBaseCompensationFilingOrgAmt	Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt	Bonus Filing OrganizationBonusFilingOrganizationAmount	Bonus Related OrganizationsBonusRelatedOrganizationsAmt	Other Compensation Filing OrgOtherCompensationFilingOrgAmt	Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt	Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt	Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt	Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt	Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt	Total Compensation Filing OrgTotalCompensationFilingOrgAmt	Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt	Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt	Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt
James Hereford
President & CEO	$1,753,793	$0	$1,399,311	$0	$217,654	$0	$100,535	$0	$16,325	$0	$3,487,618	$0	$208,150	$0
Srijoy Mahapatra
Former Chf Strategy Officer	$0	$0	$0	$0	$113,742	$0	$0	$0	$0	$0	$113,742	$0	$11,441	$0
John Batson Term 8312022
CFO	$646,045	$0	$431,486	$0	$85	$0	$9,150	$0	$1,151	$0	$1,087,917	$0	$0	$0
Trudi Trysla
Chf Legal Counsel	$598,239	$0	$233,318	$0	$99,964	$0	$102,593	$0	$14,883	$0	$1,048,997	$0	$97,069	$0
Robert Beacher
EVP & Chf Shared Clinical Svcs	$699,780	$0	$257,612	$0	$87,030	$0	$18,300	$0	$21,251	$0	$1,083,973	$0	$76,880	$0
Laura Reed
COO	$989,718	$0	$469,914	$0	$84,553	$0	$175,641	$0	$16,174	$0	$1,736,000	$0	$76,997	$0
Mark Welton
CMO	$748,058	$0	$370,594	$0	$207,891	$0	$18,300	$0	$16,138	$0	$1,360,981	$0	$194,062	$0
Sameer Badlani
Chf Digital Officer	$695,927	$0	$267,164	$0	$79,963	$0	$129,294	$0	$20,983	$0	$1,193,331	$0	$0	$0
Mary Nease
Chf People Officer	$599,106	$0	$233,484	$0	$2,906	$0	$102,355	$0	$20,888	$0	$958,739	$0	$0	$0
Andrea Mokros
Chf Public Affairs Officer	$414,176	$0	$146,324	$0	$664	$0	$74,789	$0	$11,070	$0	$647,023	$0	$0	$0
Joseph Gaylord
CFO	$587,842	$0	$124,500	$0	$2,149	$0	$18,300	$0	$21,125	$0	$753,916	$0	$0	$0
Scott Weber Term 132022
Chf Marketing Officer	$8,462	$0	$183,210	$0	$523,562	$0	$3,689	$0	$0	$0	$718,923	$0	$146,616	$0
Michael Campoli MD
Physician	$1,761,803	$0	$11,250	$0	$4,386	$0	$18,300	$0	$24,508	$0	$1,820,247	$0	$0	$0
Rohan Lall
Physician	$1,329,939	$0	$342,569	$0	$2,909	$0	$18,300	$0	$4,926	$0	$1,698,643	$0	$0	$0
Michael Tran MD
Physician	$815,177	$0	$3,750	$0	$2,266	$0	$18,300	$0	$12,269	$0	$851,762	$0	$0	$0
Harsh Aggarwal MD
Physician	$801,618	$0	$6,525	$0	$3,581	$0	$18,300	$0	$13,262	$0	$843,286	$0	$0	$0
Nick Huynh MD
Physician	$322,694	$0	$25,371	$0	$379,987	$0	$18,300	$0	$11,855	$0	$758,207	$0	$0	$0

Supplemental Information Detail SupplementalInformationDetail (5 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Schedule J, Part I, Line 4a Severance or change-of-control payment	Severance payments made to individuals: Srijoy Mahapatra $102,141 Scott Weber $376,946
Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan	THE FOLLOWING INDIVIDUALS PARTICIPATED IN A NONQUALIFIED RETIREMENT PLAN: JAMES HEREFORD, SAMEER BADLANI, LAURA REED, MARK WELTON, ROBERT BEACHER, TRUDI TRYSLA, MARY NEASE, ANDREA MOKROS, SCOTT WEBER DUE TO A VESTING EVENT, THE FOLLOWING INDIVIDUALS HAD INCOME IN PART VII AND SCHEDULE J RELATED TO A NONQUALIFIED RETIREMENT PLAN: JAMES HEREFORD $208,150 SCOTT WEBER $146,616 LAURA REED $76,998 MARK WELTON $194,062 ROBERT BEACHER $76,880 TRUDI TRYSLA $97,069 SRIJOY MAHAPATRA $11,441
Schedule J, Part I, Line 7 Non-fixed payments	Fairview Health Services provides lump sum financial awards based on system-wide, business unit and/or departments financial and quality measures. Annual goals, specifically tied to productivity and quality indicators, are set for the year and an incentive paid out annually if key goals and measures are achieved.
Schedule J, Part I, Line 4a	Severance Terms and Conditions: Severance benefit payments will commence on the first regularly scheduled pay date that occurs at least five (5) days after the expiration of the rescission period. Payment of severance benefits is contingent upon (i) my having first signed and not rescinded my Service Agreement and Release Agreement and (ii) the return of Fairview's property.
Schedule J, Part I, Line 4b Other Additional Information	The nonqualified plan (the Plan) is only open to a select group of highly compensated employees. The plan contributes the difference of what 403(b) employer contributions were missed for participants who earn more than the IRS limit on eligible compensation for qualified retirement plans. Participants may not elect to defer compensation. Contributions will be made in the form of a credit to the participant's account. Within 60 days after a participant becomes vested in a contribution, the Plan shall pay to the participant an amount equal to the amount the Participant is required to pay Federal, state, local, and foreign income taxes and employment taxes due to the vesting. The remaining amount in the participant's account shall not be paid until the separation from service payment date. A participant's account shall be distributed in cash. The plan complies with section 457(f) of the Code.

Schedule K IRS990ScheduleK

Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)

Bond ReferenceBondReferenceCd	Bond Issuer EINBondIssuerEIN	CUSIPCUSIPNum	Bond IssuedBondIssuedDt	Issue PriceIssuePriceAmt	PurposePurposeDesc	DefeasedDefeasedInd	On Behalf Of IssuerOnBehalfOfIssuerInd	Pool FinancingPoolFinancingInd
City of Minneapolis
A	416005375	60374VDV2	2015-09-02	$122,972,746	New construction and refunding of bonds issued 4/15/1997, 5/10/2000, 5/21/2002, and 5/10/2005.	false	false	false
City of Minneapolis
B	416005375	60374VEF6	2018-10-10	$279,898,918	Renovation project and refund bonds issued 10/29/2008	false	false	false
City of Minneapolis
C	416005375	60374VEG4	2018-10-10	$223,525,000	Refund bonds issued 10/06/2010	false	false	false
Housing & Redevelopment City of Saint Paul
D	521440935	792909FMO	2017-08-30	$224,728,004	Capital acquisition and to refund certain tax exempt and HUD debt	false	false	false

Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)

Bond ReferenceBondReferenceCd	RetiredRetiredAmt	Total ProceedsTotalProceedsAmt	Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt	Capital ExpendituresCapitalExpendituresAmt	Other Spent ProceedsOtherSpentProceedsAmt	Substantial CompletionSubstantialCompletionYr	Refunding Tax Exempt BondsRefundingTaxExemptBondsInd	Refunding Taxable BondsRefundingTaxableBondsInd	Final Allocation MadeFinalAllocationMadeInd	Adequate Books And Rec MaintAdequateBooksAndRecMaintInd
A	$16,520,000	$122,972,746	$1,409,724	$31,000,000	$90,563,022	2015	Yes (true)	false	Yes (true)	Yes (true)
B		$280,106,908	$1,976,281	$102,968,992	$175,161,635	2021	Yes (true)	false	Yes (true)	Yes (true)
C		$223,525,000	$1,020,102		$222,504,898		Yes (true)	false	Yes (true)	Yes (true)
D	$26,160,000	$224,728,004	$2,014,876	$191,063,551	$31,649,577	2017	Yes (true)	false	Yes (true)	Yes (true)

Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)

Bond ReferenceBondReferenceCd	Owning Bond Financed PropertyOwningBondFinancedPropertyInd	Any Lease ArrangementsAnyLeaseArrangementsInd	Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd	Engage Bond Counsel ContractsEngageBondCounselContractsInd	Any Research AgreementsAnyResearchAgreementsInd	Private Bus Use By OthersPrivateBusUseByOthersPct	Total Private Business UseTotalPrivateBusinessUsePct	Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd	Change In Use Bond Financed PropChangeInUseBondFinancedPropInd	Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd
A	false	Yes (true)	Yes (true)	Yes (true)	false	0.0013	0.0013	false	false	Yes (true)
B	false	Yes (true)	Yes (true)	Yes (true)	false	0.0097	0.0097	false	false	Yes (true)
C	false	Yes (true)	Yes (true)	Yes (true)	false	0.0087	0.0087	false	false	Yes (true)
D	false	Yes (true)	Yes (true)	Yes (true)	false	0.009	0.009	false	false	Yes (true)

Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)

Bond ReferenceBondReferenceCd	Form8038 T FiledForm8038TFiledInd	Rebate Not Due YetRebateNotDueYetInd	Exception To RebateExceptionToRebateInd	No Rebate DueNoRebateDueInd	Variable Rate IssueVariableRateIssueInd	Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd	Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd	Gross Proceeds InvestedGrossProceedsInvestedInd	Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd
A	false	Yes (true)	false	false	false	false	false	false	Yes (true)
B	false	Yes (true)	false	false	false	false	false	false	Yes (true)
C	false	Yes (true)	false	false	Yes (true)	false	false	false	Yes (true)
D	false	Yes (true)	false	false	false	false	false	false	Yes (true)

Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)

Bond ReferenceBondReferenceCd	Procedures Corrective ActionProceduresCorrectiveActionInd
A	Yes (true)
B	Yes (true)
C	Yes (true)
D	Yes (true)

Supplemental Information Detail SupplementalInformationDetail (2 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Schedule K, Part II, Line 3	Differences between the issue price (Part I, Column (e)) and total proceeds (Part II, Line 3) are due to investment earnings.
Schedule K, Part I, Column (c) Bond C	CUSIP #'s: 60374VEG4 & 60374VEJ8

Schedule M IRS990ScheduleM

Other Non Cash Contri Table OtherNonCashContriTableGrp

Field	Value	IRS element (for citing)
Non Cash Checkbox	Yes (X)	NonCashCheckboxInd
Desc	Medical Equipment	Desc
Contribution	1	ContributionCnt
Noncash Contributions Rpt F990	$285,952	NoncashContributionsRptF990Amt
Method Of Determining Revenues	Market value	MethodOfDeterminingRevenuesTxt

Field	Value	IRS element (for citing)
Form8283 Received	0	Form8283ReceivedCnt
Any Property That Must Be Held	false	AnyPropertyThatMustBeHeldInd
Review Process Unusual NC Gifts	Yes (true)	ReviewProcessUnusualNCGiftsInd
Third Parties Used	false	ThirdPartiesUsedInd

Supplemental Information Detail SupplementalInformationDetail

Field	Value	IRS element (for citing)
Form And Line Reference	Schedule M, Part I Explanations of reporting method for number of contributions	FormAndLineReferenceDesc
Explanation	Other - Medical Equipment OTHER - Medical equipment was donated to various locations within Fairview Health Services. All donations were received from one donor.	ExplanationTxt

Schedule O IRS990ScheduleO

Supplemental Information Detail SupplementalInformationDetail (13 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Form 990, Part I, Line 6 Part I, Line 6	Our volunteers are valued members of the health care team, enhancing the patient and family experience by meeting our patients' needs. Some of the services provided include wayfinding for patients, families and visitors and escorts and wheelchair transports for patients and family members. Our volunteers provide hospitality for patients, families and visitors and provide assistance with special onsite and community events and activities.
Form 990, Part III, Line 1 Mission, continued	Compassion: We recognize and respond to the emotional, spiritual and physical needs of all the people we serve. We create a caring environment, conducive to healing, growth and well-being for all. Innovation: We support clinical research that leads to tomorrow's cures. We advance new business models that will change health care. From the bedside to the call center, we are committed to continual improvement. Innovation is part of who we are. Fairview's most significant activities: Fairview Health Services provides a full continuum of health care services throughout its service area which includes Minneapolis-St. Paul, as well as communities throughout greater Minnesota. In partnership with the University of Minnesota, Fairview staff and providers are redesigning care delivery and payment to provide greater value-exceptional patient care and experience at a lower total cost of care. We commit our skills and resources to the benefit of the whole person by providing the finest in healthcare, while addressing the physical, emotional and spiritual needs of individuals and their families. We further pledge to support the research and education efforts of our partner, the University of Minnesota, and its tradition of excellence
Form 990, Part VI, Line 6 Classes of members or stockholders	The members of the corporation are the individuals who constitute the Directors of this corporation.
Form 990, Part VI, Line 7a Members or stockholders electing members of governing body	The Board has three categories of directors: 1) 3 ex officio who are Fairview's CEO and the University's Vice President of Medical School and a senior leader of the University Medical School or of the University appointed, from time to time, by the Vice President 2) 10 elected directors who are 1 director elected by the Regents of the University of Minnesota and 9 elected by the Board after nomination from certain components of the Fairview system; and 3) between 3 to 8 at large directors elected by the Board.
Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders	The Regents of the University of Minnesota have the right to approve proposed amendments to the Articles of Incorporation and Bylaws of the corporation if the amendment would adversely affect their rights and certain sales of substantially all of Fairview's assets.
Form 990, Part VI, Line 11b Review of form 990 by governing body	The Tax Department conducts a detailed review of the completed return. The return is also reviewed by the CFO and CLO/CAO. The Form 990 is then presented to the Executive Committee of the Board for their review and approval on behalf of the Board of Directors. Upon approval from the Board of Directors, the Form 990 is filed.
Form 990, Part VI, Line 12c Conflict of interest policy	Managers, Directors and senior management are required to annually complete a Duty of Loyalty and Conflict of Interest Statement in compliance with Fairview's system Conflict of Interest Policy. Disclosures are reviewed by the compliance department. Any conflicts of interest by board members are brought to the board for review.
Form 990, Part VI, Line 15a Process to establish compensation of top management official	The determination of executive compensation of the organization is processed by the Human Resources Committee and includes a review of comparability data, review by independent experts and contemporaneous substantiation of the deliberation and decision process. This process is performed annually and was last completed in December 2022.
Form 990, Part VI, Line 15b Process to establish compensation of other employees	The determination of executive compensation of the organization is processed by the Human Resources Committee and includes a review of comparability data, review by independent experts and contemporaneous substantiation of the deliberation and decision process. This process is performed annually and was last completed in December 2022.
Form 990, Part VI, Line 19 Required documents available to the public	Fairview Health Services makes its governing documents, conflict of interest policy, and financial statements available to the public upon request and inspection of the documents is available at the corporate finance department.
Form 990, Part VIII, Line 2f Other Program Service Revenue	Cafeteria - Total Revenue: 6422903, Related or Exempt Function Revenue: 6379922, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: 42981; Joint Ventures - Surgery Centers - Total Revenue: 8240175, Related or Exempt Function Revenue: 8240175, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Medical Services - Total Revenue: 5968914, Related or Exempt Function Revenue: 5968914, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Other Operating Revenue - Total Revenue: 687849, Related or Exempt Function Revenue: 595126, Unrelated Business Revenue: 92723, Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Research Revenue - Total Revenue: 548390, Related or Exempt Function Revenue: 548390, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Answering Service Revenue - Total Revenue: 388490, Related or Exempt Function Revenue: , Unrelated Business Revenue: 388490, Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Copy Services Revenue - Total Revenue: 137005, Related or Exempt Function Revenue: 137005, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Premier Rebates - Total Revenue: 2355356, Related or Exempt Function Revenue: , Unrelated Business Revenue: 2355356, Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Administration - Total Revenue: 14003655, Related or Exempt Function Revenue: 14003655, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Quality Incentive - Total Revenue: 12344590, Related or Exempt Function Revenue: 12344590, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Gift Shop - Total Revenue: 71936, Related or Exempt Function Revenue: 71936, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Transfers from Restricted - Total Revenue: 2794485, Related or Exempt Function Revenue: 2794485, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Accent Care Joint Venture - Total Revenue: -1086989, Related or Exempt Function Revenue: , Unrelated Business Revenue: -1086989, Revenue Excluded from Tax Under Sections 512, 513, or 514: ;
Form 990, Part XI, Line 9 Other changes in net assets or fund balances	Defined Pension Adjustment - 621963; JV Activity - Surgery Centers - 8240175; Related Organization Adjustment - -XXX-XX-XXXX; UMF Funds Adjustment - 725390; Add: HealthEast St. Joseph Hospital fund balance - -XXX-XX-XXXX;
Form 990, Part III, Line 4A Program Service Description (Continued)	Fairview Health Services provides care at the following: University of Minnesota Medical Center and University of Minnesota Masonic Children's Hospital (UMMC) are the adult and pediatric teaching hospitals of the University of Minnesota. The medical center is located on both the East and West banks of the University of Minnesota campus. With 1,700 licensed beds, UMMC is committed to providing exceptional, innovative health care, pairing groundbreaking technology and treatments with patient-centered care. Our partnership with the University of Minnesota Medical School and University of Minnesota Physicians provides the platform to specialize in breakthrough treatments, surgical techniques, and lifesaving therapies, and to train tomorrow's physicians. Clinical trials advance our clinical services, bringing the newest research and ideas to patient care. We also provide an important training environment for residents, fellows, and many other health care learners. Key services include maternity, heart care, general surgery, cancer care, solid organ transplants, blood marrow transplants, and pediatric specialties. Fairview, in partnership with University of Minnesota Physicians, provides exceptional care in more than 100 specialty areas. Other services offered through related entities include Pharmacy, Rehabilitation Services, Fairview Achievement Center, Fairview Partners, Fairview Counseling Services, care management and coordination, Medical Transportation, and subsidized health services. Fairview Southdale Hospital opened in Edina in 1965. With 390 licensed beds, the hospital is known for its award-winning heart, stroke, and cancer care. Fairview Southdale offers convenient access to more than 40 specialty services including cardiology, orthopedics, oncology, obstetrics, primary care, neurosciences, critical care, vascular and emergency services. Key services include labor and delivery, heart care, cancer care, a breast center, orthopedic surgery, general surgery, spine & brain, a stroke center, and sleep services. Fairview Ridges Hospital opened in Burnsville in 1985. It provides comprehensive, specialized care to the southern Twin Cities community with its 150 licensed beds. Fairview Ridges Hospital provides care for the entire family, including pediatric emergency care and neonatal intensive care. The hospital offers onsite access to specialists in everything from heart and cancer care to midwifery and sports medicine. Key services include labor and delivery, heart care, cancer care, breast center, orthopedic surgery, general surgery, spine & brain, pediatric inpatient, and sleep services. Fairview Lakes Medical Center is a community hospital in Wyoming, Minnesota with 61 licensed beds. Since opening in 1998, the medical center works with nearby Fairview primary and specialty clinics, and with University of Minnesota Health specialists, to bring a wide range of medical services to the surrounding area. Key services include labor and delivery, heart care, cancer care, breast care/mammography, orthopedic surgery, general surgery, spine & brain, and sleep services. Fairview Northland Medical Center is a community hospital in Princeton, Minnesota with 54 licensed beds. Since opening in 1993, the medical center works with nearby Fairview primary and specialty clinics, and with University of Minnesota Health specialists, to bring a wide range of medical services to the surrounding area. Key services include labor and delivery, heart care, cancer care, breast care/mammography, orthopedic surgery, general surgery, spine & brain, and sleep services.

Schedule R IRS990ScheduleR

Id Disregarded Entities IdDisregardedEntitiesGrp (4 entries)

Address Line1USAddress/AddressLine1Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	EINEIN	Primary ActivitiesPrimaryActivitiesTxt	Legal Domicile StateLegalDomicileStateCd	Total IncomeTotalIncomeAmt	End Of Year AssetsEndOfYearAssetsAmt	Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt
Fairview Pharmacy Services LLC
711 Kasota Avenue	Minneapolis	MN	55414	721586863	Pharmacy Services	MN	$171,212,137	$179,680,063	Fairview Health Services
Fairview Maple Grove Surgery Center
2450 Riverside Avenue	Minneapolis	MN	55454	208335586	Surgery Center	MN	-$264,461	$3,583,687	Fairview Health Services
Integradose Compounding Services LLC
719 Kasota Ave	Minneapolis	MN	55414	813927337	Drug Compounding	MN	-$2,366,531	$700,969	Fairview Health Services
University Anesthesia Providers LLC
2450 Riverside Avenue	Minneapolis	MN	55454	202265971	Medical services	MN	-$13,690,747	$3,341,462	Fairview Health Services

Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (22 entries)

Address Line1USAddress/AddressLine1Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	EINEIN	Primary ActivitiesPrimaryActivitiesTxt	Legal Domicile StateLegalDomicileStateCd	Exempt Code SectionExemptCodeSectionTxt	Public Charity StatusPublicCharityStatusTxt	Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt	Controlled OrganizationControlledOrganizationInd
D&T Facility Management Company
2450 Riverside Avenue South	Minneapolis	MN	55454	411928275	Management	MN	501(c)(3)	Type I	HealthEast Woodwinds Hospital	false
Fairview Foundation
2450 Riverside Avenue South	Minneapolis	MN	55454	411573810	Fundraising	MN	501(c)(3)	7	Fairview Health Services	Yes (true)
Fairview Home Care and Hospice
2450 26th Avenue South	Minneapolis	MN	55406	411434246	Home Health	MN	501(c)(3)	10	Fairview Health Services	Yes (true)
Fairview Physician Associates Network
3400 West 66th Street	Minneapolis	MN	55435	411753325	Clinical	MN	501(c)(3)	10	Fairview Health Services	Yes (true)
Grand Itasca Clinic and Hosptial
1601 Golf Course Road	Grand Rapids	MN	55744	411865874	Hospital	MN	501(c)(3)	3	Fairview Health Services	Yes (true)
Grand Itasca Foundation
1601 Golf Course Road	Grand Rapids	MN	55744	411560554	Foundation	MN	501(c)(3)	Type I	Fairview Health Services	Yes (true)
Fairview Bethesda Hospital
2450 Riverside Avenue South	Minneapolis	MN	55454	363617697	Hospital	MN	501(c)(3)	3	Fairview Health Services	Yes (true)
HealthEast Medical Research Institute
2450 Riverside Avenue South	Minneapolis	MN	55454	411765832	Med Research	MN	501(c)(3)	4	Fairview Health Services	Yes (true)
HealthEast Professional Services
2450 Riverside Avenue South	Minneapolis	MN	55454	261226617	PHYSICIAN	MN	501(c)(3)	11	Fairview Health Services	Yes (true)
HealthEast St John's Hospital
2450 Riverside Avenue South	Minneapolis	MN	55454	141456897	Hospital	MN	501(c)(3)	3	Fairview Health Services	Yes (true)
HealthEast St Joseph's Hospital
2450 Riverside Avenue South	Minneapolis	MN	55454	410693880	Hospital	MN	501(c)(3)	3	Fairview Health Services	Yes (true)
HealthEast Woodwinds Hospital
2450 Riverside Avenue South	Minneapolis	MN	55454	411592761	Hospital	MN	501(c)(3)	3	Fairview Health Services	Yes (true)
PreferredOne Community Health Plan
6105 Golden Hills Drive	Golden Valley	MN	55416	411796007	Ins	MN	501(c)(4)		Fairview Health Services	Yes (true)
Range Regional Health Services
750 East 34th Street	Hibbing	MN	55746	411293970	Hospital	MN	501(c)(3)	3	Fairview Health Services	Yes (true)
Ebenezer Society
7505 Metro Boulevard Suite 100	Edina	MN	55439	410706141	Health Care	MN	501(c)(3)	10	Fairview Health Services	Yes (true)
Ebenezer Towers
7505 Metro Blvd Suite 100	Edina	MN	55439	237005359	Housing	MN	501(c)(3)	10	Ebenezer Society	false
Ebenezer Society Foundation
7505 Metro Blvd Suite 100	Edina	MN	55439	411356565	Fundraising	MN	501(c)(3)	Type I	Ebenezer Society	false
Ebenezer Ridges
7505 Metro Blvd Suite 100	Edina	MN	55439	411287792	Housing	MN	501(c)(3)	10	Ebenezer Society	false
Ebenezer Ridges Assisted Living
7505 Metro Blvd Suite 100	Edina	MN	55439	411964691	Assisted Living	MN	501(c)(3)	10	Ebenezer Society	false
Ebenezer Ridge Point Apartments
7505 Metro Blvd Suite 100	Edina	MN	55439	411769727	Housing	MN	501(c)(3)	10	Ebenezer Society	false
Ebenezer Lakes Senior Housing
7505 Metro Blvd Suite 100	Edina	MN	55439	320190409	Housing	MN	501(c)(3)	10	Ebenezer Society	false
Ebenezer Lakes Assisted Living
7505 Metro Blvd Suite 100	Edina	MN	55439	412012560	Assited Living	MN	501(c)(3)	10	Ebenezer Society	false

Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (5 entries)

Address Line1USAddress/AddressLine1Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	EINEIN	Primary ActivitiesPrimaryActivitiesTxt	Legal Domicile StateLegalDomicileStateCd	Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt	Predominant Income TypePredominantIncomeTypeTxt	Share Of Total IncomeShareOfTotalIncomeAmt	Share Of EOY AssetsShareOfEOYAssetsAmt	Disproportionate AllocationsDisproportionateAllocationsInd	General Or Managing PartnerGeneralOrManagingPartnerInd	OwnershipOwnershipPct	Address Line2USAddress/AddressLine2Txt
Ridges Surgery Center LLC
14101 Fairview Drive Ste 400	Burnsville	MN	55337	462441825	Surg Cntr	MN	Fairview	Related	$1,173,488	$2,090,525	false	false	0.5151
HealthEast Surgery Center-Maplewood
569 Brookwood Village Suite 901	Birmingham	AL	35209	203349887	Surg Cntr	AL	NA	N/A
Maplewood Imaging Center LLC
2355 Hwy 36 Suite 100	Roseville	MN	55113	261379236	Imaging	MN	NA	N/A
Crosstown Surgery Center LLC
4200 Dahlberg Drive	Golden Valley	MN	55422	272552748	Surgery Center	MN	Fairview	Related	$4,478,984	$3,171,158	false	false	0.5	Suite 300
SouthHealth ASC LLC
4200 Dahlberg Drive Suite 300	Golden Valley	MN	55422	822364607	Surgery Center	MN	Fairview	Related	$2,587,175	$2,325,484	false	false	0.51

Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (8 entries)

Address Line1USAddress/AddressLine1Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	EINEIN	Primary ActivitiesPrimaryActivitiesTxt	Legal Domicile StateLegalDomicileStateCd	Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt	Entity TypeEntityTypeTxt	Share Of Total IncomeShareOfTotalIncomeAmt	Share Of EOY AssetsShareOfEOYAssetsAmt	OwnershipOwnershipPct	Controlled OrganizationControlledOrganizationInd	Legal Domicile Foreign CountryLegalDomicileForeignCountryCd
Fairview Clinics
2450 Riverside Avenue South	Minneapolis	MN	55454	411761760	Physician	MN	Fairview	C Corporation	-$51,429,050	$110,347,069	1	Yes (true)
Fairview Physician and Clinic Services
2450 Riverside Avenue South	Minneapolis	MN	55454	411544996	Physician	MN	Fairview	C Corporation	$0	$0	1	Yes (true)
Fairview Development Company
2450 Riverside Avenue South	Minneapolis	MN	55454	411568579	Leasehold	MN	Fairview	C Corporation	$1,624,233	$6,164,131	1	Yes (true)
Fairview Express Care
2450 Riverside Avenue South	Minneapolis	MN	55454	205996177	Physician	MN	Fairview	C Corporation	-$109,772,736	$157,775,404	1	Yes (true)
FHS Assurance Limited
2450 Riverside Avenue South	Minneapolis	MN	55454	980417513	Self insur		Fairview	C Corporation	$8,727,631	$70,798,571	1	Yes (true)	CJ
HealthEast Diversified Services Inc
2450 Riverside Avenue South	Minneapolis	MN	55454	411388583	Lab & Real	MN	Fairview	C Corporation	-$1,892,808	$37,115,216	1	Yes (true)
Ebenezer Management Services Inc
7505 Metro Blvd Suite 100	Edina	MN	55439	411560746	Management Services	MN	Ebenezer Society	C Corporation			1	false
Ebenezer Development Inc
7505 Metro Blvd Suite 100	Edina	MN	55439	883201659	Real Estate Property Management	MN	Ebenezer Society	C Corporation			1	false

Field	Value	IRS element (for citing)
Receipt Of Int Annts Rnts Rylts	false	ReceiptOfIntAnntsRntsRyltsInd
Gift Grnt Or Cap Contri To Oth Org	false	GiftGrntOrCapContriToOthOrgInd
Gift Grnt Cap Contri From Oth Org	Yes (true)	GiftGrntCapContriFromOthOrgInd
Loans Or Guarantees To Other Org	false	LoansOrGuaranteesToOtherOrgInd
Loans Or Guarantees From Oth Org	false	LoansOrGuaranteesFromOthOrgInd
Div Related Organization	false	DivRelatedOrganizationInd
Asset Sale To Other Org	false	AssetSaleToOtherOrgInd
Asset Purchase From Other Org	false	AssetPurchaseFromOtherOrgInd
Asset Exchange	Yes (true)	AssetExchangeInd
Rental Of Facilities To Oth Org	Yes (true)	RentalOfFacilitiesToOthOrgInd
Rental Of Fclts From Oth Org	false	RentalOfFcltsFromOthOrgInd
Perform Of Services For Oth Org	Yes (true)	PerformOfServicesForOthOrgInd
Perform Of Services By Other Org	Yes (true)	PerformOfServicesByOtherOrgInd
Sharing Of Facilities	false	SharingOfFacilitiesInd
Paid Employees Sharing	false	PaidEmployeesSharingInd
Reimbursement Paid To Other Org	Yes (true)	ReimbursementPaidToOtherOrgInd
Reimbursement Paid By Other Org	Yes (true)	ReimbursementPaidByOtherOrgInd
Transfer To Other Org	Yes (true)	TransferToOtherOrgInd
Transfer From Other Org	Yes (true)	TransferFromOtherOrgInd

Transactions Related Org TransactionsRelatedOrgGrp (43 entries)

Transaction TypeTransactionTypeTxt	InvolvedInvolvedAmt	Method Of Amount DeterminationMethodOfAmountDeterminationTxt
Fairview Clinics
I	$333,948	FMV
Fairview Clinics
L	$1,138,481	FMV
Fairview Clinics
P	$169,831	FMV
Fairview Clinics
Q	$178,670	FMV
Fairview Clinics
K	$799,538	FMV
Fairview Clinics
S	$60,949,452	FMV
Fairview Development Company
R	$3,175,858	FMV
Fairview Express Care
I	$298,627	FMV
Fairview Express Care
L	$1,086,047	FMV
Fairview Express Care
P	$33,585,117	FMV
Fairview Express Care
J	$91,558	FMV
Fairview Express Care
S	$143,190,339	FMV
Range Regional Health Care
L	$1,284,758	FMV
Range Regional Health Care
R	$173,053	FMV
Fairview Physician Network Associates
L	$720,180	FMV
Fairview Physician Network Associates
S	$12,495,776	FMV
Fairview Foundation
J	$70,926	FMV
Fairview Foundation
S	$280,960	FMV
Fairview Foundation
C	$95,096	FMV
Ebenezer Society
M	$698,023	FMV
Ebenezer Society
P	$575,099	FMV
Ebenezer Society
R	$1,841,677	FMV
Grand Itasca Clinic and Hospital
R	$15,559,396	FMV
Grand Itasca Clinic and Hospital
M	$111,226	FMV
Fairview Bethesda Hospital
P	$109,015	FMV
Fairview Bethesda Hospital
Q	$535,008	FMV
Fairview Bethesda Hospital
S	$191,731,185	FMV
HealthEast St John's Hospital
I	$127,690	FMV
HealthEast St John's Hospital
P	$580,177	FMV
HealthEast St John's Hospital
Q	$331,350	FMV
HealthEast St John's Hospital
J	$458,767	FMV
HealthEast St John's Hospital
S	$72,062,807	FMV
HealthEast St Joseph's Hospital
Q	$78,651	FMV
HealthEast St Joseph's Hospital
S	$135,217,347	FMV
HealthEast Woodwinds Hospital
P	$180,068	FMV
HealthEast Woodwinds Hospital
Q	$178,670	FMV
HealthEast Woodwinds Hospital
J	$799,538
HealthEast Woodwinds Hospital
R	$14,462,483	FMV
HealthEast Medical Research Institute
L	$683,466	FMV
HealthEast Medical Research Institute
P	$12,608,486	FMV
HealthEast Medical Research Institute
Q	$1,613,554	FMV
HealthEast Medical Research Institute
S	$167,461,446	FMV
HealthEast Diversified Services Inc
R	$350,978	FMV